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| Criterion |  Operations Gemba Walk |  Delivery Value Stream Mapping |  Operations 5 Whys |
|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-120 min | 1-3 h | 15-30 min |
Participantsdifferent | 2-6 | 4-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tags1 shared | LeanObservationProcessOperations | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |
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