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| Criterion |  Operations Process Mapping |  Agile Sailboat Retrospective |  Operations A3 Problem Solving |  Agile Starfish 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 2-5 | 4-12 |
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 | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | ProcessOperationsImprovement | RetrospectiveTeamImprovement | LeanProblem solvingCoachingOperations | RetrospectiveImprovementExperimentsTeam |