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| Criterion |  Operations ABC Analysis |  Agile Sprint Retrospective |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-120 min | 20-45 min |
Participantsdifferent | 1-5 | Scrum Team | 2-6 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Improvement actions, Team agreements | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | RetrospectiveImprovementLearning | LeanObservationProcessOperations | LearningOperationsImprovement |