View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Operations Process Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-5 | 3-10 | 4-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | LeanContinuous improvementOperations |