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| Criterion |  Operations Gemba Walk |  Product Strategy RICE Scoring |  Operations ABC Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 60-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 2-10 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | RICE Scores, Ranked List, Assumption Log | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationScoringRoadmapTradeoffs | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs |