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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 1-3 h | 30-120 min | 1-4 h | 20-45 min |
Participantsdifferent | 3-10 | 2-6 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | LearningOperationsImprovement |