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| Criterion |  Operations Process Mapping |  Operations ABC Analysis |  Product Discovery Jobs to Be Done |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 1-3 Wochen | 30-120 min |
Participantsdifferent | 3-10 | 1-5 | 5-12 Interviews | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | Job Stories, Outcome Statements, Opportunity List | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | CustomerOutcomesNeeds | LeanObservationProcessOperations |