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| Criterion |  Operations Gemba Walk |  Team Design Team Topologies Interaction Modes |  Operations A3 Problem Solving |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | Team-Leads plus Architecture | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Interaction Heat Map, Agreements per Pair | A3 Report, Action Plan, Root Cause Analysis | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | LeanObservationProcessOperations | TeamAlignmentCollaborationOrganization | LeanProblem solvingCoachingOperations | AlignmentStakeholdersTeam |