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| Criterion |  Operations Gemba Walk |  Decision Making Assumption Surfacing |  Operations Standard Work Analysis |  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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 | 1-3 h | 45-60 min |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Assumption List, Critical Assumptions, Learning Plan | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanObservationProcessOperations | AssumptionsRiskDecisionDiscovery | LeanProcessQuality | AssumptionsRiskExperimentsValidation |