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