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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Business Strategy PESTLE Analysis |  Business Strategy GAP 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 2-6 | 1-5 | 2-10 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | StrategyMarketAnalysis | StrategyAnalysisPlanning |