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| Criterion |  Operations Gemba Walk |  UX Research User Interviews |  UX Research Empathy 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 teams derive needs only from assumptions and real motives are missing, user interviews give direct access to behavior and meaning. Conversations from the target group's everyday life make patterns, tensions, and open questions solidly visible. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | 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 | Low | Low | Medium |
Timedifferent | 30-120 min | 30–60 min per interview | 30–60 min | 45-90 min |
Participantsdifferent | 2-6 | 1 participant per interview | 4-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Interview Notes, Themes, Insight Summary | Empathy Map, Assumptions List, Research Gaps | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | QualitativeResearchCustomerDiscovery | SynthesisQualitativeWorkshop | LeanProblem solvingCoachingOperations |