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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Decision Making Decision Matrix |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 45-120 min |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs | TradeoffsDecisionCriteriaOptions |