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| Criterion |  Operations Standard Work Analysis |  Operations After-Action Review |  Operations A3 Problem Solving |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 20-45 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanProcessQuality | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement |