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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  UX Research Customer Journey 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 user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 | 2-4 h | 20-45 min |
Participantsdifferent | 3-10 | 2-6 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Journey Map, Pain-point List, Opportunity Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | JourneyServiceService design | LearningOperationsImprovement |