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| Criterion |  Business Strategy Strategy Map |  Operations Process Mapping |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | 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 | Medium | Low | Low |
Timedifferent | 2-4 h workshop plus review | 1-3 h | 20-45 min | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | ProcessOperationsImprovement | LearningOperationsImprovement | LeanObservationProcessOperations |