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| Criterion |  Operations Process Mapping |  Agile Sailboat Retrospective |  Operations A3 Problem Solving |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-10 | 4-12 | 2-5 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ProcessOperationsImprovement | RetrospectiveTeamImprovement | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam |