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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Facilitation Team Charter |  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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | 2-4 h | 15-30 min |
Participantsdifferent | 2-6 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Team Charter, Working Norms, Role Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | TeamAlignmentCollaboration | Root causeIncidentLeanProblem solving |