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| Criterion |  Operations Gemba Walk |  Agile Example Mapping |  Agile Acceptance Criteria Workshop |  Operations Kaizen Event |
|---|---|---|---|---|
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 story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | When a story needs clear checkpoints before implementation, it sharpens expectation and scope together. It sorts work by value, risk, and delivery ability. The result is captured as Acceptance Criteria and a Story Update. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 20-40 min pro Story | 0.5-5 Tage |
Participantsdifferent | 2-6 | 3-7 | 3-6 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Example Map, Acceptance Criteria, Open Questions | Acceptance Criteria, Story Update | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | Behavior-Driven DevelopmentRequirementsExamplesRefinement | AgileRequirementsRefinementBehavior-Driven Development | LeanContinuous improvementOperations |