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| Criterion |  Operations Process Mapping |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | Low |
Timedifferent | 1-3 h | 90-180 min | 45-90 min | 30-120 min |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | LeanObservationProcessOperations |