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| Criterion |  Agile Start Stop Continue |  Operations Gemba Walk |  Operations Process Mapping |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 30-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | LeanObservationProcessOperations | ProcessOperationsImprovement | RetrospectiveTeamImprovement |