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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Product Strategy Impact Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 20-45 min | 45-90 min | 30-120 min |
Participantsdifferent | 3-10 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Impact Map, Outcome Hypotheses, Delivery Options | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | LearningOperationsImprovement | OutcomesStrategyBehaviorPlanning | LeanObservationProcessOperations |