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| Criterion |  Operations Process Mapping |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects 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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 1-6 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | LearningOperationsImprovement |