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| Criterion |  Operations Gemba Walk |  Decision Making Trade-off Analysis |  Decision Making Constraint Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 45-120 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanObservationProcessOperations | TradeoffsDecisionCriteriaOptions | ConstraintsDecisionPlanningOptions | DecisionCriteriaScoringTradeoffs |