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| Criterion |  Operations Process Mapping |  Agile Starfish Retrospective |  Operations Kaizen Event |  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. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 3-10 | 4-12 | 4-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Starfish Board, Practice Changes, Experiments | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | RetrospectiveImprovementExperimentsTeam | LeanContinuous improvementOperations | LeanObservationProcessOperations |