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| Criterion |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |  Operations Getting Things Done |  Operations After-Action 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. | 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 many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 20-60 min | 1-2 h Setup, laufend | 20-45 min |
Participantsdifferent | 2-6 | 1 | 1 | 3-12 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | LearningKnowledgeUnderstanding | ProductivityPlanningTasksExecution | LearningOperationsImprovement |