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| Criterion |  Operations Gemba Walk |  Decision Making Pareto Analysis |  Operations Standard Work Analysis |  Operations 8D 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-120 min | 30-60 min | 1-3 h | 1-6 Wochen |
Participantsdifferent | 2-6 | 1-6 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Pareto Chart, Top Causes, Focus List | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationQualityFocusRoot cause | LeanProcessQuality | QualityProblem solvingRoot cause |