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| Criterion |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |  Decision Making Assumption Surfacing |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 2-6 h | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Assumption List, Critical Assumptions, Learning Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | RiskQualityOperationsRoot cause | AssumptionsRiskDecisionDiscovery | LearningOperationsImprovement |