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| Criterion |  Operations Gemba Walk |  Business Strategy Strategic, Tactical and Operational Planning |  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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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 |
Timedifferent | 30-120 min | 90-180 min | 20-45 min |
Participantsdifferent | 2-6 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | CadenceGovernanceExecution | LearningOperationsImprovement |
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