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| Criterion |  Operations Kaizen Event |  Agile Mad Sad Glad |  Agile 4Ls Retrospective |  Operations After-Action 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 45–75 min | 20-45 min |
Participantsdifferent | 4-10 | 3-10 | Team members involved | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanContinuous improvementOperations | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement |