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| Criterion |  Knowledge Modeling PARA Method |  Operations Standard Work Analysis |  Operations DMAIC |  Operations Gemba Walk |
|---|---|---|---|---|
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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h Setup, laufend | 1-3 h | 2-12 Wochen | 30-120 min |
Participantsdifferent | 1 | 2-6 | 3-10 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas |
Tagsno overlap | KnowledgeProductivityOrganization | LeanProcessQuality | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations |