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| Criterion |  Operations Waste Analysis |  Operations A3 Problem Solving |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 | 45-120 min | 45-90 min | 1-3 h | 20-45 min |
Participantsdifferent | 2-8 | 2-5 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | WasteLeanProcess improvement | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement | LearningOperationsImprovement |