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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | PrioritizationDeliveryEconomicsDecision |