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| Criterion |  Operations Gemba Walk |  Facilitation Alignment Mapping |  Operations Kaizen Event |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-2 h | 0.5-5 Tage | 60–90 min |
Participantsdifferent | 2-6 | 4-12 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | LeanContinuous improvementOperations | StakeholdersAlignmentFacilitationChange |