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| Criterion |  Operations Kaizen Event |  Operations After-Action Review |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 20-45 min | 1-3 h | 20-60 min |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | LeanContinuous improvementOperations | LearningOperationsImprovement | KnowledgeMappingRisk | LearningKnowledgeUnderstanding |