View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Operations 5 Whys |  Delivery Value Stream Mapping |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | Medium | High |
Timedifferent | 30-120 min | 15-30 min | 1-3 h | 2-8 h |
Participantsdifferent | 2-6 | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery | Problem solvingRoot causeDecisionOperations |