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| Criterion |  Operations Visual Management |  Operations A3 Problem Solving |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 1-3 h | 20-45 min |
Participantsdifferent | 1-20 | 2-5 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tags1 shared | SignalsOperationsVisual management | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement | LearningOperationsImprovement |