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| Criterion |  Operations Gemba Walk |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-120 min | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations | ChangeDecisionStrategy |