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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Innovation Contradiction 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. | 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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | 60-120 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | ContradictionsInnovationProblem solving |
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