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| Criterion |  Operations Process Mapping |  Operations Bottleneck Analysis |  Agile Start Stop Continue |  Agile Sailboat Retrospective |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | ProcessOperationsImprovement | FlowMeasurementConstraints | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |