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| Criterion |  Operations Gemba Walk |  DevOps Incident Command |  DevOps Game Day |  Operations A3 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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-120 min | As needed | Halber Tag | 45-90 min |
Participantsdifferent | 2-6 | 4-15 | 5-20 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Incident Log, Action Tracker, Stakeholder Updates | Simulation Notes, Gaps List, Updated Runbooks | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LeanObservationProcessOperations | IncidentOperationsReliability | ResilienceOperationsIncident | LeanProblem solvingCoachingOperations |