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| Criterion |  Operations Gemba Walk |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |  Decision Making Decision Framing 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 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 45-90 min | 30-90 min | 60-120 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | LeanObservationProcessOperations | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions | Decision framingAlignmentCriteriaOptions |