View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Process Mapping |  Innovation Contradiction Analysis |  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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 60-120 min | 30-120 min | 20-45 min |
Participantsdifferent | 3-10 | 2-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | ContradictionsInnovationProblem solving | LeanObservationProcessOperations | LearningOperationsImprovement |