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| Criterion |  Operations PDCA Cycle |  Business Strategy Strategy Execution Loop |  Operations Gemba Walk |  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. | 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. | 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 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 | High | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 30-120 min | 20-45 min |
Participantsdifferent | 1-8 | 5-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Execution Loop, Review Cadence, Strategic Learning Log | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | Continuous improvementLeanExperiments | ExecutionCadenceLearningGovernance | LeanObservationProcessOperations | LearningOperationsImprovement |