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| Criterion |  Operations Gemba Walk |  Decision Making DACI |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 2-10 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | DACI Matrix, Decision Owner, Decision Log | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanObservationProcessOperations | DecisionRolesGovernanceAlignment | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility |