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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |  Operations Kaizen Event |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-120 min | 20-60 min | 0.5-5 Tage |
Participantsdifferent | 3-10 | 2-6 | 1 | 4-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | LearningKnowledgeUnderstanding | LeanContinuous improvementOperations |