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| Criterion |  Operations Process Mapping |  Business Strategy McKinsey 7S |  Operations Gemba Walk |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 30-120 min | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | 7S Assessment, Alignment Gaps, Change Actions | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProcessOperationsImprovement | OrganizationStrategyAlignmentChange | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation |