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| Criterion |  Operations PDCA Cycle |  Operations Gemba Walk |  Business Strategy Strategy Execution Loop |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 | Low | High | Low |
Timedifferent | 1 h bis mehrere Wochen | 30-120 min | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min |
Participantsdifferent | 1-8 | 2-6 | 5-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary |
Tagsno overlap | Continuous improvementLeanExperiments | LeanObservationProcessOperations | ExecutionCadenceLearningGovernance | LearningOperationsImprovement |