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| Criterion |  Operations Process Mapping |  Operations Time Blocking |  Operations Kaizen Event |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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 | 15-30 min Planung, laufend | 0.5-5 Tage | 20-45 min |
Participantsdifferent | 3-10 | 1 | 4-10 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Blocked Calendar, Capacity View, Focus Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | PlanningTime managementFocus | LeanContinuous improvementOperations | LearningOperationsImprovement |