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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 30-90 min | 30-90 min |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 1-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |