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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 20-45 min | 1-3 h |
Participantsdifferent | 2-6 | 1-5 | 3-12 | 3-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tags1 shared | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |