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| Criterion |  Operations Gemba Walk |  Operations Scatter Diagram |  Operations A3 Problem Solving |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 1-4 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Scatter Plot, Korrelationsnotiz, Hypothesenliste | A3 Report, Action Plan, Root Cause Analysis | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | LeanObservationProcessOperations | Root causeQualityVisualization | LeanProblem solvingCoachingOperations | Root causeQualityOperations |