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| Criterion |  Operations Process Mapping |  Operations Gemba Walk |  Team Design Team Topologies Interaction Modes |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-120 min | Half day | 45-90 min |
Participantsdifferent | 3-10 | 2-6 | Team-Leads plus Architecture | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Interaction Heat Map, Agreements per Pair | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | LeanObservationProcessOperations | TeamAlignmentCollaborationOrganization | LeanProblem solvingCoachingOperations |