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| Criterion |  Operations Gemba Walk |  Operations ALPEN Method |  Operations After-Action Review |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 | Low | Medium |
Timedifferent | 30-120 min | 10-20 min daily | 20-45 min | 45-90 min |
Participantsdifferent | 2-6 | 1 | 3-12 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LeanObservationProcessOperations | PlanningTime managementProductivityOperations | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |