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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Agile Example Mapping |  Agile Specification by Example |
|---|---|---|---|---|
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. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 0.5-5 Tage | 30-60 min | 60-90 min pro Feature |
Participantsdifferent | 2-6 | 4-10 | 3-7 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Example Map, Acceptance Criteria, Open Questions | Example Table, Acceptance Tests |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | Behavior-Driven DevelopmentRequirementsExamplesRefinement | AgileRequirementsExamplesBehavior-Driven Development |