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| Criterion |  Operations After-Action Review |  Operations Gemba Walk |  Operations 5 Whys |  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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Low | Low | Medium |
Timedifferent | 20-45 min | 30-120 min | 15-30 min | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LearningOperationsImprovement | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving | ProcessOperationsImprovement |