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| Criterion |  Operations Gemba Walk |  Delivery RAID Log |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30 min Setup, dann laufend | 20-45 min | 1-3 h |
Participantsdifferent | 2-6 | 1-3 maintaining, briefing for everyone | 3-12 | 3-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | RAID Log, Status Report Source | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | RiskTrackingStakeholdersGovernance | LearningOperationsImprovement | ProcessOperationsImprovement |