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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Process Mapping |  Operations Theory of Constraints |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 1-3 h | 2-4 h Analyse, laufend | 30-120 min |
Participantsdifferent | 1-8 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations |