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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  UX Research Customer Journey Mapping |  UX Design Service Blueprinting |
|---|---|---|---|---|
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 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 a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-120 min | 2-4 h | 0.5-2 Tage |
Participantsdifferent | 3-10 | 2-6 | 4-10 | 6-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Journey Map, Pain-point List, Opportunity Backlog | Service Blueprint, Fail Points, Ownership Map |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | JourneyServiceService design | Service designOperationsJourneyBlueprint |