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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Business Strategy 5-Minuten VC-Check |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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 | Medium | Low | Low |
Timedifferent | 30-120 min | 1-3 h | 5-15 min | 20-45 min |
Participantsdifferent | 2-6 | 3-10 | 1-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | StartupValidationCompetition | LearningOperationsImprovement |