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| Criterion |  Operations Gemba Walk |  Decision Making Trade-off Analysis |  Operations ABC Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 45-120 min | 30-60 min | 30-90 min |
Participantsdifferent | 2-6 | 2-8 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | ABC Classification, Focus Rules, Control List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LeanObservationProcessOperations | TradeoffsDecisionCriteriaOptions | PrioritizationOperationsPortfolio | ConstraintsDecisionPlanningOptions |