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| Criterion |  Operations Process Mapping |  Innovation Design Thinking |  Operations 5 Whys |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 15-30 min | 30-120 min |
Participantsdifferent | 3-10 | 4-10 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Prototype, Test Learnings | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | InnovationPrototypeResearch | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations |