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| Criterion |  Operations Gemba Walk |  UX Research Empathy Mapping |  Operations A3 Problem Solving |  UX Research Affinity Diagramming |
|---|---|---|---|---|
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 a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30–60 min | 45-90 min | 45–90 min |
Participantsdifferent | 2-6 | 4-8 | 2-5 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Empathy Map, Assumptions List, Research Gaps | A3 Report, Action Plan, Root Cause Analysis | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | LeanObservationProcessOperations | SynthesisQualitativeWorkshop | LeanProblem solvingCoachingOperations | SynthesisQualitativeRoot cause |