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| Criterion |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Operations PDCA Cycle |  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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 20-60 min | 1 h bis mehrere Wochen | 30-120 min |
Participantsdifferent | 3-12 | 1 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | LearningKnowledgeUnderstanding | Continuous improvementLeanExperiments | LeanObservationProcessOperations |