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| Criterion |  Operations Process Mapping |  Business Strategy Business Model Canvas |  Operations After-Action Review |  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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 h | 20-45 min | 30-120 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Business Model Canvas, Assumption List, Business Hypotheses | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | Business modelStrategyValueInnovation | LearningOperationsImprovement | LeanObservationProcessOperations |