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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Innovation Double Diamond |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 45-90 min | Wochen bis Monate | 15-30 min |
Participantsdifferent | 2-6 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | ProcessDivergenceInnovation | Root causeIncidentLeanProblem solving |