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| Criterion |  Operations Gemba Walk |  Agile WSJF |  Decision Making Risk Matrix |
|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | High | Low |
Timedifferent | 30-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Ranked Backlog, Cost-of-Delay Assumptions | Risk Matrix, Top Risk List |
Tagsno overlap | LeanObservationProcessOperations | LeanEconomicsSequencePrioritization | RiskDecisionPrioritizationAssessment |
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