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| Criterion |  Business Strategy GAP Analysis |  Operations Fishbone Diagram |  Operations Gemba Walk |  Operations Standard Work Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 | Low | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 30-120 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | Observation Notes, Improvement Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | StrategyAnalysisPlanning | Root causeQualityOperations | LeanObservationProcessOperations | LeanProcessQuality |