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| Criterion |  Decision Making Constraint Analysis |  Operations Process Mapping |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 1-3 h | 30-120 min | 20-45 min |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ProcessOperationsImprovement | LeanObservationProcessOperations | LearningOperationsImprovement |