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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 45-90 min | 20-45 min | 1-3 h |
Participantsdifferent | 2-6 | 2-5 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tags1 shared | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | ProcessOperationsImprovement |