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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Teach-back |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 5-20 min | 30-120 min | 20-60 min |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Understanding Check, Clarification Notes, Learning Gaps | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | FlowMeasurementConstraints | LearningUnderstandingCommunication | LeanObservationProcessOperations | LearningKnowledgeUnderstanding |