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| Criterion |  Operations Visual Management |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 45-90 min | 20-45 min | 15-30 min |
Participantsdifferent | 1-20 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | Root causeIncidentLeanProblem solving |