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| Criterion |  Operations Gemba Walk |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Operations ALPEN Method |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-120 min | Half day | 1-3 h | 10-20 min daily |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 1 |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | LeanObservationProcessOperations | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | PlanningTime managementProductivityOperations |