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| Criterion |  Operations Gemba Walk |  Decision Making Risk Matrix |  Operations ABC 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Risk Matrix, Top Risk List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanObservationProcessOperations | RiskDecisionPrioritizationAssessment | PrioritizationOperationsPortfolio |
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