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| Criterion |  Operations Process Mapping |  Facilitation Expectation Mapping |  Operations Accountability Ladder |  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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20-45 min | 30-120 min |
Participantsdifferent | 3-10 | 3-12 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expectation Map, Alignment Notes, Agreements | Ownership Reflection, Action Commitment, Coaching Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | AlignmentStakeholdersTeam | ResponsibilityLeadershipTeam | LeanObservationProcessOperations |