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| Criterion |  Operations Visual Management |  Operations Process Mapping |  Decision Making Option Framing |  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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | 1-3 h | 45-120 min | 20-45 min |
Participantsdifferent | 1-20 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Process Map, Handoff List, Improvement Backlog | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | ProcessOperationsImprovement | OptionsDecision framingStrategyComparison | LearningOperationsImprovement |