View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Business Strategy Business Model Canvas |  Operations 5 Whys |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 1-2 h | 15-30 min | 2-4 h |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Business Model Canvas, Assumption List, Business Hypotheses | Root cause notes, Countermeasures | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | LeanObservationProcessOperations | Business modelStrategyValueInnovation | Root causeIncidentLeanProblem solving | StrategyPositioningInnovationValue |