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| Criterion |  Operations Process Mapping |  UX Research Empathy Mapping |  Operations Kaizen Event |  UX Research Affinity Diagramming |
|---|---|---|---|---|
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. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30–60 min | 0.5-5 Tage | 45–90 min |
Participantsdifferent | 3-10 | 4-8 | 4-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Empathy Map, Assumptions List, Research Gaps | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | ProcessOperationsImprovement | SynthesisQualitativeWorkshop | LeanContinuous improvementOperations | SynthesisQualitativeRoot cause |