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| Criterion |  Operations Weekly Review |  Operations Process Mapping |  Operations A3 Problem Solving |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 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 many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-10 | 2-5 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution |