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| Criterion |  Operations Gemba Walk |  UX Research Card Sorting |  Operations A3 Problem Solving |  Operations Process 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. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 20-45 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | Based on research question | 2-5 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Content groups, Label set, IA hypotheses | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | Information architectureNavigationStructure | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement |