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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Delivery Cost of Delay |
|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-120 min | 1-3 h | 90-180 min |
Participantsdifferent | 2-6 | 3-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | PrioritizationDeliveryEconomicsDecision |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
