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| Criterion |  Operations Process Mapping |  Decision Making Option Framing |  Operations Change Analysis |  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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | 45-120 min | 45-120 min | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | OptionsDecision framingStrategyComparison | ChangeRoot causeTroubleshootingComparison | LearningOperationsImprovement |