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| Criterion |  Operations Gemba Walk |  Decision Making RAPID |  Operations 5 Whys |  Decision Making DACI |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 15-30 min | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 2-6 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | RAPID Role Map, Recommendation, Decision Log | Root cause notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanObservationProcessOperations | DecisionRolesGovernance | Root causeIncidentLeanProblem solving | DecisionRolesGovernanceAlignment |