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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Agile Sprint Retrospective |  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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 | Low | Low |
Timedifferent | 1-3 h | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-120 min |
Participantsdifferent | 3-10 | 3-12 | Scrum Team | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | LearningOperationsImprovement | RetrospectiveImprovementLearning | LeanObservationProcessOperations |