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| Criterion |  Operations Process Mapping |  Business Strategy 5-Minuten VC-Check |  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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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 | Low | Low | Low |
Timedifferent | 1-3 h | 5-15 min | 15-30 min | 30-120 min |
Participantsdifferent | 3-10 | 1-5 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | StartupValidationCompetition | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations |