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| Criterion |  Operations Gemba Walk |  Operations Change Analysis |  Operations Fishbone Diagram |  Operations 5 Whys |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 45-120 min | 30-60 min | 15-30 min |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fishbone Diagram, Cause Categories, Investigation Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | ChangeRoot causeTroubleshootingComparison | Root causeQualityOperations | Root causeIncidentLeanProblem solving |