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| Criterion |  Operations Gemba Walk |  Innovation Design Sprint |  Operations Failure Mode and Effects 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | High | High |
Timedifferent | 30-120 min | 4-5 Tage | 2-6 h |
Participantsdifferent | 2-6 | 5-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Prototype, Test Findings, Decision Rationale | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanObservationProcessOperations | Design sprintPrototypeValidationInnovation | RiskQualityOperationsRoot cause |
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