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| Criterion |  Operations Gemba Walk |  Product Strategy Impact Mapping |  Operations A3 Problem Solving |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 45-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Impact Map, Outcome Hypotheses, Delivery Options | A3 Report, Action Plan, Root Cause Analysis | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | OutcomesStrategyBehaviorPlanning | LeanProblem solvingCoachingOperations | StrategyAnalysisPlanning |