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| Criterion |  Operations Process Mapping |  Operations Visual Management |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|---|
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 high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | Ongoing | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 1-20 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tags1 shared | ProcessOperationsImprovement | SignalsOperationsVisual management | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |