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Selected:After-Action ReviewARID (Active Reviews for Intermediate Designs)A3 Problem SolvingGemba Walk
| Criterion |  Operations After-Action Review |  Architecture ARID (Active Reviews for Intermediate Designs) |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 2–4 h review as a planning range; preparation and evaluation additional | 45-90 min | 30-120 min |
Participantsdifferent | 3-12 | Designers, developers as users, and facilitation | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | ArchitectureEngineeringFeedbackValidationTasks | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |