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| Criterion |  Operations Gemba Walk |  Operations ALPEN Method |  Decision Making Decision Rights Mapping |  Decision Making DACI |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 10-20 min daily | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 1 | 4-12 | 2-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes | Decision Rights Matrix, Agreement | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanObservationProcessOperations | PlanningTime managementProductivityOperations | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernanceAlignment |