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| Criterion |  Operations Gemba Walk |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Learning Review |  Operations 5 Whys |
|---|---|---|---|---|
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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 90-180 min | 1-3 h | 15-30 min |
Participantsdifferent | 2-6 | 4-12 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Learning Review Notes, System Factors, Improvement Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | CadenceGovernanceExecution | LearningRetrospectiveIncidentOperations | Root causeIncidentLeanProblem solving |