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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Engineering Kanban |  Operations Process Mapping |
|---|---|---|---|---|
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. | 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. |
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 | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | FlowVisual managementDelivery | ProcessOperationsImprovement |