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| Criterion |  Operations Gemba Walk |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  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. | 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. | 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. | 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 | Low | Low | Medium |
Timedifferent | 30-120 min | 20-45 min | 20-60 min | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 1 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | LearningOperationsImprovement | LearningKnowledgeUnderstanding | ProcessOperationsImprovement |