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| Criterion |  Operations Gemba Walk |  Facilitation Team Charter |  Facilitation Expectation Mapping |  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. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Medium | Low | Medium |
Timedifferent | 30-120 min | 2-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | LeanProblem solvingCoachingOperations |