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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Innovation Design Sprint |  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. | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | High | Low |
Timedifferent | 20-45 min | 1-3 h | 4-5 Tage | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 5-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Prototype, Test Findings, Decision Rationale | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | Design sprintPrototypeValidationInnovation | LeanObservationProcessOperations |