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| Criterion |  Operations ABC Analysis |  Operations Gemba Walk |  Product Discovery Opportunity Scoring |
|---|---|---|---|
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 opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-60 min | 30-120 min | 60-120 min |
Participantsdifferent | 1-5 | 2-6 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Opportunity Score Table, Top Outcomes |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | PrioritizationDiscoveryOutcomesNeeds |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
