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| Criterion |  Operations Process Mapping |  Product Strategy OKRs |  Operations Gemba Walk |  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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 h Setup | 30-120 min | 20-45 min |
Participantsdifferent | 3-10 | 2-20 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | OKR set, Measurement plan, Review cadence | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | GoalsAlignmentOutcomesMeasurement | LeanObservationProcessOperations | LearningOperationsImprovement |