View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy GAP Analysis |  Operations Gemba Walk |  Business Strategy Balanced Scorecard |  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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Observation Notes, Improvement Ideas | Balanced Scorecard, Strategic Measures, Initiative Map | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StrategyAnalysisPlanning | LeanObservationProcessOperations | StrategyMetricsExecution | LeanProblem solvingCoachingOperations |