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| Criterion |  Knowledge Modeling Teach-back |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 5-20 min | 1-3 h | 30-120 min | 20-45 min |
Participantsdifferent | 2-8 | 3-8 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Understanding Check, Clarification Notes, Learning Gaps | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | LearningUnderstandingCommunication | FlowMeasurementConstraints | LeanObservationProcessOperations | LearningOperationsImprovement |