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| Criterion |  Operations Gemba Walk |  Operations After-Action Review |  Operations Kaizen Event |  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. | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | Medium |
Timedifferent | 30-120 min | 20-45 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Learning Review Notes, System Factors, Improvement Actions |
Tags1 shared | LeanObservationProcessOperations | LearningOperationsImprovement | LeanContinuous improvementOperations | LearningRetrospectiveIncidentOperations |