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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Process Mapping |
|---|---|---|---|---|
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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 0.5-5 Tage | 90-180 min | 1-3 h |
Participantsdifferent | 2-6 | 4-10 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | CadenceGovernanceExecution | ProcessOperationsImprovement |