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| Criterion |  Operations Gemba Walk |  Operations Getting Things Done |  Operations A3 Problem Solving |  Operations Eat the Frog |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-2 h Setup, laufend | 45-90 min | 15-90 min daily |
Participantsdifferent | 2-6 | 1 | 2-5 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations | PrioritizationProductivityFocusExecution |