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| Criterion |  Operations Gemba Walk |  UX Design Customer Journey Canvas |  UX Research Customer Journey Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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 journey needs to be understood across several phases, it arranges experience, touchpoints, and opportunities into one picture. It makes gaps and friction along the user path clear. | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | 2-4 h | 0.5-5 Tage |
Participantsdifferent | 2-6 | 3-10 | 4-10 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Customer Journey Canvas, Pain Points, Experience Opportunities | Journey Map, Pain-point List, Opportunity Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | JourneyCustomerService designCanvas | JourneyServiceService design | LeanContinuous improvementOperations |