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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Agile Specification by Example |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-3 h | 60-90 min pro Feature | 30-120 min |
Participantsdifferent | 1-5 | 3-10 | 3-6 | 2-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Example Table, Acceptance Tests | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | AgileRequirementsExamplesBehavior-Driven Development | LeanObservationProcessOperations |