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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-120 min | 20-45 min | 15-30 min |
Participantsdifferent | 2-6 | 3-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
