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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Business Strategy VRIO Framework |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | 90-180 min | 15-30 min |
Participantsdifferent | 2-6 | 2-5 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | VRIO Table, Strategic Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving |