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| Criterion |  Operations Gemba Walk |  Decision Making Decision Tree |  Operations Kepner-Tregoe |
|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-120 min | 30-90 min | 2-8 h |
Participantsdifferent | 2-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanObservationProcessOperations | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations |
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