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| Criterion |  Operations Gemba Walk |  Facilitation Decision Jam |  Operations Kaizen Event |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 60-90 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 2-6 | 4-10 | 4-10 | 5-30 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Cluster, Prioritized Challenge, Experiment | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | LeanObservationProcessOperations | FacilitationDecisionProblem solvingWorkshop | LeanContinuous improvementOperations | FacilitationConsensusWorkshopAlignment |