View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Operations Theory of Constraints |  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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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 | 2-4 h Analyse, laufend | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas |
Tags1 shared | LearningOperationsImprovement | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations |