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| Criterion |  UX Design Service Blueprinting |  Operations Process Mapping |  Operations Theory of Constraints |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | 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. | 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. | 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 | High | Medium | High | Low |
Timedifferent | 0.5-2 Tage | 1-3 h | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 6-12 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Service Blueprint, Fail Points, Ownership Map | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary |
Tags1 shared | Service designOperationsJourneyBlueprint | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |