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| Criterion |  Operations Gemba Walk |  DevOps Incident Command |  Innovation Lean Startup |  Operations 5 Whys |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | As needed | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 2-6 | 4-15 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Incident Log, Action Tracker, Stakeholder Updates | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | IncidentOperationsReliability | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |