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| Criterion |  Operations Process Mapping |  Facilitation Expectation Mapping |  Operations Gemba Walk |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expectation Map, Alignment Notes, Agreements | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProcessOperationsImprovement | AlignmentStakeholdersTeam | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation |