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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |  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 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | 30-120 min | 20-60 min | 20-45 min |
Participantsdifferent | 3-10 | 2-6 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | LearningKnowledgeUnderstanding | LearningOperationsImprovement |