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| Criterion |  Operations Gemba Walk |  Agile Example Mapping |  Operations Process Mapping |  Agile Specification by Example |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 1-3 h | 60-90 min pro Feature |
Participantsdifferent | 2-6 | 3-7 | 3-10 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Example Map, Acceptance Criteria, Open Questions | Process Map, Handoff List, Improvement Backlog | Example Table, Acceptance Tests |
Tagsno overlap | LeanObservationProcessOperations | Behavior-Driven DevelopmentRequirementsExamplesRefinement | ProcessOperationsImprovement | AgileRequirementsExamplesBehavior-Driven Development |