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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Delivery Monte Carlo Forecasting |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | 30-90 min Setup, danach laufend | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Forecast Percentiles, Throughput Dataset, Risk Communication | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | ForecastingFlowDelivery | LeanObservationProcessOperations |