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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Product Strategy Product Vision Board |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 1-3 h | 1-2 h | 1-2 h |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | VisionCanvasStrategyAlignment | AlignmentStakeholdersStrategyFacilitation |