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| Criterion |  Operations Gemba Walk |  Business Strategy Strategy Execution Loop |  Operations Standard Work Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-120 min | Initial 3-6 h, then monthly or quarterly reviews | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 5-12 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Execution Loop, Review Cadence, Strategic Learning Log | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | ExecutionCadenceLearningGovernance | LeanProcessQuality | LeanProblem solvingCoachingOperations |