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| Criterion |  Operations Gemba Walk |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |  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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | 90-180 min initial, dann laufend | 60–90 min |
Participantsdifferent | 2-6 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange |