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| Criterion |  Operations Visual Management |  Knowledge Modeling Teach-back |  Operations Gemba Walk |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 5-20 min | 30-120 min | 20-60 min |
Participantsdifferent | 1-20 | 2-8 | 2-6 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Understanding Check, Clarification Notes, Learning Gaps | Observation Notes, Improvement Ideas | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | SignalsOperationsVisual management | LearningUnderstandingCommunication | LeanObservationProcessOperations | LearningKnowledgeUnderstanding |