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| Criterion |  Operations Process Mapping |  Business Strategy Strategy Execution Loop |  Operations 8D 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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | High | Low |
Timedifferent | 1-3 h | Initial 3-6 h, then monthly or quarterly reviews | 1-6 Wochen | 20-45 min |
Participantsdifferent | 3-10 | 5-12 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Execution Loop, Review Cadence, Strategic Learning Log | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | ExecutionCadenceLearningGovernance | QualityProblem solvingRoot cause | LearningOperationsImprovement |