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| Criterion |  Business Strategy GAP Analysis |  Operations Gemba Walk |  Operations 8D Problem Solving |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-120 min | 1-6 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Observation Notes, Improvement Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StrategyAnalysisPlanning | LeanObservationProcessOperations | QualityProblem solvingRoot cause | LeanProblem solvingCoachingOperations |