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| Criterion |  Operations Gemba Walk |  Operations Kepner-Tregoe |  Business Strategy Strategy Execution Loop |  Operations 5 Whys |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 30-120 min | 2-8 h | Initial 3-6 h, then monthly or quarterly reviews | 15-30 min |
Participantsdifferent | 2-6 | 2-8 | 5-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan | Execution Loop, Review Cadence, Strategic Learning Log | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations | ExecutionCadenceLearningGovernance | Root causeIncidentLeanProblem solving |