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| Criterion |  Operations Gemba Walk |  Product Strategy OKRs |  Operations A3 Problem Solving |  Product Strategy SMART Goals |
|---|---|---|---|---|
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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-2 h Setup | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 2-20 | 2-5 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | OKR set, Measurement plan, Review cadence | A3 Report, Action Plan, Root Cause Analysis | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | LeanObservationProcessOperations | GoalsAlignmentOutcomesMeasurement | LeanProblem solvingCoachingOperations | GoalsPlanningMeasurementAlignment |