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| Criterion |  Operations Process Mapping |  Agile WSJF |  Operations After-Action Review |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 3-10 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Ranked Backlog, Cost-of-Delay Assumptions | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | LeanEconomicsSequencePrioritization | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |