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| Criterion |  Operations Process Mapping |  Systems Thinking Rich Picture |  Operations A3 Problem Solving |  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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low |
Timedifferent | 1-3 h | 30-90 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 2-10 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rich Picture, Problem Framing Notes | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingSoft systemsFramingVisualization | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |