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| Criterion |  Operations Gemba Walk |  Business Strategy Balanced Scorecard |  Operations Getting Things Done |
|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 30-120 min | Halber Tag bis mehrere Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 2-6 | 4-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Balanced Scorecard, Strategic Measures, Initiative Map | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanObservationProcessOperations | StrategyMetricsExecution | ProductivityPlanningTasksExecution |
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