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| Criterion |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |  UX Research Empathy Mapping |  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. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | 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 | 30–60 min | 20-45 min |
Participantsdifferent | 3-10 | 3-10 | 4-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Empathy Map, Assumptions List, Research Gaps | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | RiskQualityOperationsRoot cause | SynthesisQualitativeWorkshop | LearningOperationsImprovement |