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| Criterion |  Operations Gemba Walk |  Decision Making Decision Matrix |  Operations ABC Analysis |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Decision Matrix, Scoring Rationale, Selected Option | ABC Classification, Focus Rules, Control List | ICE Table, Top Idea List |
Tagsno overlap | LeanObservationProcessOperations | DecisionCriteriaScoringTradeoffs | PrioritizationOperationsPortfolio | PrioritizationScoringGrowthDecision |