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| Criterion |  Operations Gemba Walk |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | High | High |
Timedifferent | 30-120 min | Half day | Half day |
Participantsdifferent | 2-6 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | LeanObservationProcessOperations | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |
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