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| Criterion |  Knowledge Modeling Concept Mapping |  Operations DMAIC |  Operations Gemba Walk |  Operations Standard Work Analysis |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | 2-12 Wochen | 30-120 min | 1-3 h |
Participantsdifferent | 1-8 | 3-10 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations | LeanProcessQuality |