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| Criterion |  Operations Gemba Walk |  Operations 5 Whys |  Innovation SCAMPER |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-120 min | 15-30 min | 30-60 min | 2-8 h |
Participantsdifferent | 2-6 | 2-6 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityReframingInnovation | Problem solvingRoot causeDecisionOperations |