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| Criterion |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |  Decision Making Pre-Mortem |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 20–45 min | 20-45 min |
Participantsdifferent | 3-10 | 3-10 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Risk list, Mitigation plan, Assumption log | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | RiskQualityOperationsRoot cause | RiskDecisionFailurePlanning | LearningOperationsImprovement |