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| Criterion |  Operations Gemba Walk |  UX Design Customer Journey Canvas |  Operations Kaizen Event |  UX Design Service Blueprinting |
|---|---|---|---|---|
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. | 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 a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | 1-3 h | 0.5-5 Tage | 0.5-2 Tage |
Participantsdifferent | 2-6 | 3-10 | 4-10 | 6-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Customer Journey Canvas, Pain Points, Experience Opportunities | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Service Blueprint, Fail Points, Ownership Map |
Tagsno overlap | LeanObservationProcessOperations | JourneyCustomerService designCanvas | LeanContinuous improvementOperations | Service designOperationsJourneyBlueprint |