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| Criterion |  Operations Gemba Walk |  UX Research Empathy Mapping |  Operations PDCA Cycle |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30–60 min | 1 h bis mehrere Wochen | 45–90 min |
Participantsdifferent | 2-6 | 4-8 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Empathy Map, Assumptions List, Research Gaps | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | LeanObservationProcessOperations | SynthesisQualitativeWorkshop | Continuous improvementLeanExperiments | SynthesisQualitativeRoot cause |