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| Criterion |  Operations Gemba Walk |  Knowledge Modeling Concept Mapping |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 1-2 h | 20-45 min | 20-60 min |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Concept Map, Relationship Labels, Knowledge Gaps | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | LeanObservationProcessOperations | KnowledgeConceptsMappingSensemaking | LearningOperationsImprovement | LearningKnowledgeUnderstanding |