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Selected:Process MappingGemba WalkStrategy Execution LoopStrategic, Tactical and Operational Planning
| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Business Strategy Strategy Execution Loop |  Business Strategy Strategic, Tactical and Operational Planning |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-120 min | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min |
Participantsdifferent | 3-10 | 2-6 | 5-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Execution Loop, Review Cadence, Strategic Learning Log | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | ExecutionCadenceLearningGovernance | CadenceGovernanceExecution |