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| Criterion |  Operations Kaizen Event |  Knowledge Modeling Feynman Technique |  Operations Gemba Walk |  Operations Learning Review |
|---|---|---|---|---|
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. | 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. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 20-60 min | 30-120 min | 1-3 h |
Participantsdifferent | 4-10 | 1 | 2-6 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Plain-language Explanation, Knowledge Gaps, Study Notes | Observation Notes, Improvement Ideas | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LeanContinuous improvementOperations | LearningKnowledgeUnderstanding | LeanObservationProcessOperations | LearningRetrospectiveIncidentOperations |