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| Criterion |  Operations Gemba Walk |  Decision Making Risk Matrix |  Product Strategy ICE Scoring |
|---|---|---|---|
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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Risk Matrix, Top Risk List | ICE Table, Top Idea List |
Tagsno overlap | LeanObservationProcessOperations | RiskDecisionPrioritizationAssessment | PrioritizationScoringGrowthDecision |
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