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| Criterion |  Operations ABC Analysis |  Operations Gemba Walk |  Decision Making Constraint Analysis |  Delivery Cost of Delay |
|---|---|---|---|---|
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 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-60 min | 30-120 min | 30-90 min | 90-180 min |
Participantsdifferent | 1-5 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | CoD Table, Prioritization Sequence |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | ConstraintsDecisionPlanningOptions | PrioritizationDeliveryEconomicsDecision |