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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 |
Timedifferent | 30-120 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 3-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | Root causeIncidentLeanProblem solving |
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