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| Criterion |  Knowledge Modeling Feynman Technique |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 | 20-60 min | 1-3 h | 30-120 min | 20-45 min |
Participantsdifferent | 1 | 3-8 | 2-6 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | LearningKnowledgeUnderstanding | FlowMeasurementConstraints | LeanObservationProcessOperations | LearningOperationsImprovement |