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| Criterion |  Operations After-Action Review |  Delivery RAID Log |  Operations A3 Problem Solving |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Medium | Low |
Timedifferent | 20-45 min | 30 min Setup, dann laufend | 45-90 min | 30-120 min |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | RAID Log, Status Report Source | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | RiskTrackingStakeholdersGovernance | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |