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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Engineering Kanban |
|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | Ongoing |
Participantsdifferent | 2-6 | 1-5 | 2-12 |
Formatdifferent | Workshop | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | FlowVisual managementDelivery |
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