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| Criterion |  Operations ABC Analysis |  UX Research Card Sorting |  Operations Gemba Walk |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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 confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 20-45 min | 30-120 min | 1-3 h |
Participantsdifferent | 1-5 | Based on research question | 2-6 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Content groups, Label set, IA hypotheses | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | Information architectureNavigationStructure | LeanObservationProcessOperations | ProcessOperationsImprovement |