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| Criterion |  Business Strategy GAP Analysis |  Operations Standard Work Analysis |  Business Strategy SWOT Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 30-60 min | 30-120 min |
Participantsdifferent | 2-8 | 2-6 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | SWOT matrix, Strategic options, Action list | Observation Notes, Improvement Ideas |
Tagsno overlap | StrategyAnalysisPlanning | LeanProcessQuality | StrategyAnalysisMarketPositioning | LeanObservationProcessOperations |