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| Criterion |  Operations ABC Analysis |  Knowledge Modeling Teach-back |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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 | 5-20 min | 30-120 min | 20-45 min |
Participantsdifferent | 1-5 | 2-8 | 2-6 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Understanding Check, Clarification Notes, Learning Gaps | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningUnderstandingCommunication | LeanObservationProcessOperations | LearningOperationsImprovement |