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| Criterion |  Operations Waste Analysis |  Operations After-Action Review |  Operations Process Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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. | 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. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 20-45 min | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | WasteLeanProcess improvement | LearningOperationsImprovement | ProcessOperationsImprovement | LeanContinuous improvementOperations |