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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Product Strategy Impact Mapping |  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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | Low |
Timedifferent | 1-3 h | 30-120 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 2-6 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Impact Map, Outcome Hypotheses, Delivery Options | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | OutcomesStrategyBehaviorPlanning | LearningOperationsImprovement |