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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Low |
Timedifferent | 30-120 min | 45-90 min | Half day | 15-30 min |
Participantsdifferent | 2-6 | 2-5 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving |