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| Criterion |  Operations Gemba Walk |  Operations Kepner-Tregoe |  Innovation Lotus Blossom |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-120 min | 2-8 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan | Lotus Diagram, Idea Themes, Shortlist | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityDivergenceWorkshop | LeanProblem solvingCoachingOperations |