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| Criterion |  Operations Waste Analysis |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 45-120 min | 20-45 min | 30-120 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | LearningOperationsImprovement | LeanObservationProcessOperations |
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