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| Criterion |  Operations Process Mapping |  Operations Kaizen Event |  UX Research Affinity Diagramming |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 45–90 min | 30-120 min |
Participantsdifferent | 3-10 | 4-10 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Theme clusters, Insight statements, Opportunity areas | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | LeanContinuous improvementOperations | SynthesisQualitativeRoot cause | LeanObservationProcessOperations |