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| Criterion |  Operations Process Mapping |  Decision Making PERT Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | 15-45 min | 30-120 min | 20-45 min |
Participantsdifferent | 3-10 | 1-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | EstimationUncertaintyRisk | LeanObservationProcessOperations | LearningOperationsImprovement |