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| Criterion |  Operations Process Mapping |  Agile 4Ls Retrospective |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45–75 min | 30-120 min | 20-45 min |
Participantsdifferent | 3-10 | Team members involved | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | 4Ls Board, Learning Themes, Improvement Actions | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | RetrospectiveLearningReflectionTeam | LeanObservationProcessOperations | LearningOperationsImprovement |