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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-120 min | 15-30 min | 1-2 h Setup |
Participantsdifferent | 3-10 | 2-6 | 1-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |