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| Criterion |  Operations Gemba Walk |  UX Research User Interviews |  Operations Kaizen Event |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30–60 min per interview | 0.5-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 2-6 | 1 participant per interview | 4-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Interview Notes, Themes, Insight Summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanObservationProcessOperations | QualitativeResearchCustomerDiscovery | LeanContinuous improvementOperations | Continuous improvementLeanExperiments |