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| Criterion |  Operations Ivy Lee Method |  Operations Process Mapping |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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 | Medium | Low | Low |
Timedifferent | 5-10 min daily | 1-3 h | 30-120 min | 30-60 min |
Participantsdifferent | 1 | 3-10 | 2-6 | 1-5 |
Formatdifferent | Async | Workshop | Workshop | Async |
Outputdifferent | Daily Priority List, Completion Notes | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | PrioritizationProductivityExecution | ProcessOperationsImprovement | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |