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| Criterion |  Operations After-Action Review |  Operations Theory of Constraints |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
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. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-45 min | 2-4 h Analyse, laufend | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | LearningOperationsImprovement | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations | LeanContinuous improvementOperations |