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| Criterion |  Operations Process Mapping |  Systems Thinking Soft Systems Methodology |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 0.5-3 Tage | 20-45 min | 30-120 min |
Participantsdifferent | 3-10 | 5-15 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | Soft systemsComplexitySensemakingSystems thinking | LearningOperationsImprovement | LeanObservationProcessOperations |