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| Criterion |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |  Operations Kaizen Event |  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. | 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 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 | 0.5-5 Tage | 20-45 min |
Participantsdifferent | 2-6 | 1 | 4-10 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | LearningKnowledgeUnderstanding | LeanContinuous improvementOperations | LearningOperationsImprovement |