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| Criterion |  Operations Standard Work Analysis |  Agile Starfish Retrospective |  Operations Gemba Walk |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 45-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Starfish Board, Practice Changes, Experiments | Observation Notes, Improvement Ideas | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | LeanProcessQuality | RetrospectiveImprovementExperimentsTeam | LeanObservationProcessOperations | RetrospectiveTeamImprovement |