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| Criterion |  Delivery Cost of Delay |  Operations Gemba Walk |  Operations Fishbone Diagram |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 90-180 min | 30-120 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | CoD Table, Prioritization Sequence | Observation Notes, Improvement Ideas | Fishbone Diagram, Cause Categories, Investigation Backlog | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationDeliveryEconomicsDecision | LeanObservationProcessOperations | Root causeQualityOperations | PrioritizationQualityFocusRoot cause |