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| Criterion |  Operations Gemba Walk |  Product Strategy Counter Metrics |  Operations A3 Problem Solving |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-6 | 2-6 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Counter Metric List, Guardrail Definitions | A3 Report, Action Plan, Root Cause Analysis | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | LeanObservationProcessOperations | MetricsMeasurementStrategyExperiments | LeanProblem solvingCoachingOperations | StrategyMetricsExecution |