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| Criterion |  UX Research Empathy Mapping |  Operations Kaizen Event |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | 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. | 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. | 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 | Medium | Low |
Timedifferent | 30–60 min | 0.5-5 Tage | 1-3 h | 20-45 min |
Participantsdifferent | 4-8 | 4-10 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | SynthesisQualitativeWorkshop | LeanContinuous improvementOperations | ProcessOperationsImprovement | LearningOperationsImprovement |