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Selected:Gemba WalkARID (Active Reviews for Intermediate Designs)Getting Things DoneA3 Problem Solving
| Criterion |  Operations Gemba Walk |  Architecture ARID (Active Reviews for Intermediate Designs) |  Operations Getting Things Done |  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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | Medium |
Timedifferent | 30-120 min | 2–4 h review as a planning range; preparation and evaluation additional | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 2-6 | Designers, developers as users, and facilitation | 1 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | ArchitectureEngineeringFeedbackValidationTasks | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations |