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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Innovation Reverse Brainstorming |  Innovation Round Robin Brainstorming |
|---|---|---|---|---|
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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | With unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 1-3 h | 30-60 min | 20-45 min |
Participantsdifferent | 2-6 | 3-10 | 3-12 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Idea List, Cluster, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | BrainstormingIdeationCreativityRisk | BrainstormingIdeationFacilitationInclusionCreativity |