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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  UX Research Customer Journey Mapping |  Operations PDCA Cycle |
|---|---|---|---|---|
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 user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 0.5-5 Tage | 2-4 h | 1 h bis mehrere Wochen |
Participantsdifferent | 2-6 | 4-10 | 4-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Journey Map, Pain-point List, Opportunity Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | JourneyServiceService design | Continuous improvementLeanExperiments |