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| Criterion |  Decision Making Three-Point Estimation |  Operations Process Mapping |  Operations Kaizen Event |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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 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 | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 1-3 h | 0.5-5 Tage | 20-45 min |
Participantsdifferent | 1-8 | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary |
Tagsno overlap | EstimationUncertaintyForecasting | ProcessOperationsImprovement | LeanContinuous improvementOperations | LearningOperationsImprovement |