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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations Process Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 20-45 min | 1-3 h | 30-120 min |
Participantsdifferent | 1-5 | 3-12 | 3-10 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas |
Tags1 shared | PrioritizationOperationsPortfolio | LearningOperationsImprovement | ProcessOperationsImprovement | LeanObservationProcessOperations |