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| Criterion |  Operations A3 Problem Solving |  Operations Gemba Walk |  Operations After-Action Review |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-90 min | 30-120 min | 20-45 min | 2-8 h |
Participantsdifferent | 2-5 | 2-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan |
Tags1 shared | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations |