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| Criterion |  Operations Gemba Walk |  Business Strategy Value Chain Analysis |  Operations A3 Problem Solving |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-120 min | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 2-6 | 3-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Value Chain Map, Lever List | A3 Report, Action Plan, Root Cause Analysis | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | LeanObservationProcessOperations | StrategyBusiness modelDiagnosisAnalysis | LeanProblem solvingCoachingOperations | Business modelStrategyValueInnovation |