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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  UX Research Affinity Diagramming |  Operations A3 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 1-3 h | 45–90 min | 45-90 min |
Participantsdifferent | 2-6 | 3-10 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Theme clusters, Insight statements, Opportunity areas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | SynthesisQualitativeRoot cause | LeanProblem solvingCoachingOperations |