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| Criterion |  Operations A3 Problem Solving |  Operations Gemba Walk |  Operations Ivy Lee Method |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-120 min | 5-10 min daily | 15-90 min daily |
Participantsdifferent | 2-5 | 2-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Daily Priority List, Completion Notes | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | PrioritizationProductivityExecution | PrioritizationProductivityFocusExecution |