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| Criterion |  Operations Gemba Walk |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are 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 | High | Medium | Medium |
Timedifferent | 30-120 min | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | LeanProblem solvingCoachingOperations |