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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Decision Making Pareto Analysis |  Operations Standard Work 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 30-60 min | 1-3 h |
Participantsdifferent | 2-6 | 1-5 | 1-6 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause | LeanProcessQuality |