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| Criterion |  Operations Gemba Walk |  Delivery Cost of Delay |  Operations Kaizen Event |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-120 min | 90-180 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 2-6 | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | CoD Table, Prioritization Sequence | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ICE Table, Top Idea List |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationDeliveryEconomicsDecision | LeanContinuous improvementOperations | PrioritizationScoringGrowthDecision |