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| Criterion |  Operations Gemba Walk |  Growth Funnel Analysis |  Product Discovery Assumption Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 many visitors or users drop off along the way, the reason behind the number often stays hidden. Funnel Analysis exposes these transitions and makes visible exactly where the path collapses. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | 45-60 min | 45-90 min |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Funnel report, Drop-off analysis, Optimization hypotheses | Assumption map, Test backlog, Risk ranking | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | AnalyticsConversionGrowth | AssumptionsRiskExperimentsValidation | LeanProblem solvingCoachingOperations |