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| Criterion |  Operations Gemba Walk |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Low |
Timedifferent | 30-120 min | Half day | 15-30 min |
Participantsdifferent | 2-6 | 3-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Leverage Map, Action Strategy | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving |
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