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| Criterion |  Operations Gemba Walk |  Engineering Hypothesis-Driven Troubleshooting |  Facilitation Expectation 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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-120 min | 30-240 min | 45-90 min |
Participantsdifferent | 2-6 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | LeanObservationProcessOperations | TroubleshootingProblem solvingDiagnosis | AlignmentStakeholdersTeam |
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