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| Criterion |  Operations Time Blocking |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-30 min Planung, laufend | 45-90 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 1 | 2-5 | 3-12 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PlanningTime managementFocus | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanContinuous improvementOperations |