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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Knowledge Modeling Feynman Technique |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-120 min | 1-3 h | 20-60 min | 45–75 min |
Participantsdifferent | 2-8 | 4-10 | 1 | Team members involved |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Plain-language Explanation, Knowledge Gaps, Study Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | LearningKnowledgeUnderstanding | RetrospectiveLearningReflectionTeam |