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| Criterion |  Operations Process Mapping |  Operations Kaizen Event |  Business Strategy Strategic, Tactical and Operational Planning |  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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 90-180 min | 20-45 min |
Participantsdifferent | 3-10 | 4-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanContinuous improvementOperations | CadenceGovernanceExecution | LearningOperationsImprovement |