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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Delivery Cost of Delay |  Operations ABC 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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-120 min | 0.5-5 Tage | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 4-10 | 3-8 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | CoD Table, Prioritization Sequence | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | PrioritizationDeliveryEconomicsDecision | PrioritizationOperationsPortfolio |