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| Criterion |  Operations Gemba Walk |  Systems Thinking Iceberg Model |  Operations A3 Problem Solving |  Operations 8D 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 1-6 Wochen |
Participantsdifferent | 2-6 | 2-10 | 2-5 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Iceberg Worksheet, Pattern Notes, Intervention Ideas | A3 Report, Action Plan, Root Cause Analysis | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanObservationProcessOperations | Systems thinkingRoot causePatterns | LeanProblem solvingCoachingOperations | QualityProblem solvingRoot cause |