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| Criterion |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Systems Thinking Current Reality Tree |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-120 min | 2-6 h | 45-90 min |
Participantsdifferent | 3-8 | 2-6 | 3-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Current Reality Tree, Core Problems, Intervention Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | FlowMeasurementConstraints | LeanObservationProcessOperations | Systems thinkingRoot causeConstraintsCausality | LeanProblem solvingCoachingOperations |