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| Criterion |  Operations Gemba Walk |  Facilitation Expectation Mapping |  Operations Fishbone Diagram |  Operations 5 Whys |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Expectation Map, Alignment Notes, Agreements | Fishbone Diagram, Cause Categories, Investigation Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | AlignmentStakeholdersTeam | Root causeQualityOperations | Root causeIncidentLeanProblem solving |