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| Criterion |  Operations Gemba Walk |  Operations PDCA Cycle |  Business Strategy Strategy Execution Loop |  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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 | High | Low |
Timedifferent | 30-120 min | 1 h bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min |
Participantsdifferent | 2-6 | 1-8 | 5-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | Continuous improvementLeanExperiments | ExecutionCadenceLearningGovernance | LearningOperationsImprovement |