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| Criterion |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |  Operations Learning Review |  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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 | 1-3 h | 20-45 min |
Participantsdifferent | 2-6 | 1 | 3-10 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | LearningKnowledgeUnderstanding | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement |