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| Criterion |  UX Research Card Sorting |  Operations Gemba Walk |  Operations Process Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-45 min | 30-120 min | 1-3 h | 0.5-5 Tage |
Participantsdifferent | Based on research question | 2-6 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Content groups, Label set, IA hypotheses | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Information architectureNavigationStructure | LeanObservationProcessOperations | ProcessOperationsImprovement | LeanContinuous improvementOperations |