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| Criterion |  Decision Making Eisenhower Matrix |  Operations Gemba Walk |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-30 min | 30-120 min | 45-90 min | 15-30 min |
Participantsdifferent | 1-6 | 2-6 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationFocusTasks | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |