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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | 2-6 h | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas |
Tags1 shared | LearningOperationsImprovement | ProcessOperationsImprovement | RiskQualityOperationsRoot cause | LeanObservationProcessOperations |