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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Operations Eat the Frog |  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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | Low | Low |
Timedifferent | 30-120 min | 0.5-5 Tage | 15-90 min daily | 30-60 min |
Participantsdifferent | 2-6 | 4-10 | 1 | 1-5 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Priority Task, Completion Note, Daily Focus | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | PrioritizationProductivityFocusExecution | PrioritizationOperationsPortfolio |