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| Criterion |  Operations Visual Management |  Operations Process Mapping |  Operations ALPEN Method |  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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Low | Low |
Timedifferent | Ongoing | 1-3 h | 10-20 min daily | 20-45 min |
Participantsdifferent | 1-20 | 3-10 | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary |
Tags1 shared | SignalsOperationsVisual management | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | LearningOperationsImprovement |