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| Criterion |  Operations Gemba Walk |  Business Strategy PESTLE Analysis |  Operations A3 Problem Solving |  Business Strategy GAP 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 2-10 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | PESTLE Map, External Risks, Strategic Questions | A3 Report, Action Plan, Root Cause Analysis | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | StrategyMarketAnalysis | LeanProblem solvingCoachingOperations | StrategyAnalysisPlanning |