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| Criterion |  Operations Process Mapping |  Facilitation Dot Estimation |  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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Low | Low |
Timedifferent | 1-3 h | 5-20 min | 20-45 min | 30-120 min |
Participantsdifferent | 3-10 | 3-20 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Effort Heatmap, Risk Signals, Discussion Targets | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | EstimationEffortRisk | LearningOperationsImprovement | LeanObservationProcessOperations |