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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Kaizen Event |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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. | 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 | Medium | Low | Low |
Timedifferent | 1-2 h | 0.5-5 Tage | 20-45 min | 20-60 min |
Participantsdifferent | 1-8 | 4-10 | 3-12 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | LeanContinuous improvementOperations | LearningOperationsImprovement | LearningKnowledgeUnderstanding |