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| Criterion |  Facilitation Expectation Mapping |  Operations Gemba Walk |  Operations After-Action Review |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AlignmentStakeholdersTeam | LeanObservationProcessOperations | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |