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| Criterion |  Operations Gemba Walk |  DevOps Incident Command |  Operations Kaizen Event |  DevOps Game Day |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | As needed | 0.5-5 Tage | Halber Tag |
Participantsdifferent | 2-6 | 4-15 | 4-10 | 5-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Incident Log, Action Tracker, Stakeholder Updates | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Simulation Notes, Gaps List, Updated Runbooks |
Tags1 shared | LeanObservationProcessOperations | IncidentOperationsReliability | LeanContinuous improvementOperations | ResilienceOperationsIncident |