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| Criterion |  Operations PDCA Cycle |  Operations After-Action Review |  Innovation Brainwriting |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 20-45 min | 15-30 min | 30-120 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Lessons learned, Action items, Event summary | Idea sheets, Expanded concepts, Prioritized list | Observation Notes, Improvement Ideas |
Tagsno overlap | Continuous improvementLeanExperiments | LearningOperationsImprovement | BrainstormingCollaborationInclusionIdeas | LeanObservationProcessOperations |