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| Criterion |  Operations After-Action Review |  Operations Fault Tree Analysis |  Operations Gemba Walk |  Operations Process Mapping |
|---|---|---|---|---|
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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-45 min | 2-6 h | 30-120 min | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LearningOperationsImprovement | RiskRoot causeSafety | LeanObservationProcessOperations | ProcessOperationsImprovement |