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| Criterion |  Agile Starfish Retrospective |  Operations Gemba Walk |  Operations A3 Problem Solving |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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. | 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 30-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 2-6 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | RetrospectiveImprovementTeamReflection |