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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Gemba Walk |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 20-45 min | 1-3 h |
Participantsdifferent | 3-8 | 2-6 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | Systems thinkingFramingStakeholders | LeanObservationProcessOperations | LearningOperationsImprovement | ProcessOperationsImprovement |