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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Decision Making Force Field 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | ChangeDecisionStrategy |
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