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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Operations Process Mapping |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | ProcessOperationsImprovement |
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