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| Criterion |  Operations PDCA Cycle |  Agile Starfish Retrospective |  Operations Gemba Walk |  Agile Sailboat Retrospective |
|---|---|---|---|---|
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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 30-120 min | 45-90 min |
Participantsdifferent | 1-8 | 4-12 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Starfish Board, Practice Changes, Experiments | Observation Notes, Improvement Ideas | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Continuous improvementLeanExperiments | RetrospectiveImprovementExperimentsTeam | LeanObservationProcessOperations | RetrospectiveTeamImprovement |