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| Criterion |  Operations Gemba Walk |  Facilitation Team Charter |  Operations A3 Problem Solving |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 2-4 h | 45-90 min | Half day |
Participantsdifferent | 2-6 | 3-12 | 2-5 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Team Charter, Working Norms, Role Notes | A3 Report, Action Plan, Root Cause Analysis | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | LeanObservationProcessOperations | TeamAlignmentCollaboration | LeanProblem solvingCoachingOperations | TeamAlignmentCollaborationOrganization |