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| Criterion |  Operations Gemba Walk |  Decision Making Assumption Surfacing |  Operations A3 Problem Solving |  Product Discovery Assumption 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 45-90 min | 45-90 min | 45-60 min |
Participantsdifferent | 2-6 | 2-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Assumption List, Critical Assumptions, Learning Plan | A3 Report, Action Plan, Root Cause Analysis | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanObservationProcessOperations | AssumptionsRiskDecisionDiscovery | LeanProblem solvingCoachingOperations | AssumptionsRiskExperimentsValidation |