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| Criterion |  Operations Gemba Walk |  Operations Getting Things Done |  Innovation Design Sprint |
|---|---|---|---|
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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-120 min | 1-2 h Setup, laufend | 4-5 Tage |
Participantsdifferent | 2-6 | 1 | 5-8 |
Formatdifferent | Workshop | Async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | Design sprintPrototypeValidationInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
