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| Criterion |  Operations Gemba Walk |  Operations Change Analysis |  Operations Kepner-Tregoe |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-120 min | 45-120 min | 2-8 h | 60-90 min |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanObservationProcessOperations | ChangeRoot causeTroubleshootingComparison | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |