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| Criterion |  Knowledge Modeling PARA Method |  Operations Gemba Walk |  Operations Theory of Constraints |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | 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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-120 min | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 1 | 2-6 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Observation Notes, Improvement Ideas | Constraint Map, Improvement Plan, Flow Metrics | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | KnowledgeProductivityOrganization | LeanObservationProcessOperations | OperationsConstraintsFlowImprovement | ProcessOperationsImprovement |