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| Criterion |  Operations Process Mapping |  Innovation Brainwriting |  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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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 | 15-30 min | 30-120 min | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Idea sheets, Expanded concepts, Prioritized list | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingCollaborationInclusionIdeas | LeanObservationProcessOperations | LearningOperationsImprovement |