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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Operations Eat the Frog |  Operations Ivy Lee Method |
|---|---|---|---|---|
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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 1-3 h | 15-90 min daily | 5-10 min daily |
Participantsdifferent | 2-6 | 3-10 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Priority Task, Completion Note, Daily Focus | Daily Priority List, Completion Notes |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | PrioritizationProductivityFocusExecution | PrioritizationProductivityExecution |