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| Criterion |  Operations Gemba Walk |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 1-2 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | LeanProblem solvingCoachingOperations |