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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Delivery Cost of Delay |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-120 min | 30-60 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 1-5 | 3-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | CoD Table, Prioritization Sequence | ICE Table, Top Idea List |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | PrioritizationDeliveryEconomicsDecision | PrioritizationScoringGrowthDecision |