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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Engineering Kanban |  Operations Learning 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. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 20-45 min | Ongoing | 1-3 h |
Participantsdifferent | 1-20 | 3-12 | 2-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Kanban board, WIP policies, Flow metrics | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | FlowVisual managementDelivery | LearningRetrospectiveIncidentOperations |