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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Operations Ivy Lee Method |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | Low | Low |
Timedifferent | 20-45 min | 1-3 h | 5-10 min daily | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Daily Priority List, Completion Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | PrioritizationProductivityExecution | LeanObservationProcessOperations |