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| Criterion |  Operations Gemba Walk |  Decision Making Decision Tree |  Product Strategy ICE Scoring |  Operations ABC Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 30-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 1-6 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Decision Tree, Option Map, Assumption List | ICE Table, Top Idea List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanObservationProcessOperations | DecisionTreeOptions | PrioritizationScoringGrowthDecision | PrioritizationOperationsPortfolio |