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| Criterion |  Operations Gemba Walk |  Operations Bottleneck Analysis |  Operations Kaizen Event |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | 1-3 h | 0.5-5 Tage | 2-4 h Analyse, laufend |
Participantsdifferent | 2-6 | 3-8 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanObservationProcessOperations | FlowMeasurementConstraints | LeanContinuous improvementOperations | OperationsConstraintsFlowImprovement |