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| Criterion |  Operations Gemba Walk |  Agile WSJF |  Product Strategy ICE Scoring |  Operations ABC Analysis |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Ranked Backlog, Cost-of-Delay Assumptions | ICE Table, Top Idea List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanObservationProcessOperations | LeanEconomicsSequencePrioritization | PrioritizationScoringGrowthDecision | PrioritizationOperationsPortfolio |