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| Criterion |  Operations Gemba Walk |  Decision Making Eisenhower Matrix |  Operations ABC Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 15-30 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 2-6 | 1-6 | 1-5 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Eisenhower Matrix, Action List, Delegation Notes | ABC Classification, Focus Rules, Control List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationFocusTasks | PrioritizationOperationsPortfolio | PrioritizationProductivityFocusExecution |