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| Criterion |  Operations After-Action Review |  Operations Gemba Walk |  Operations Kaizen Event |  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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | Medium |
Timedifferent | 20-45 min | 30-120 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog |
Tags1 shared | LearningOperationsImprovement | LeanObservationProcessOperations | LeanContinuous improvementOperations | ProcessOperationsImprovement |