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| Criterion |  Operations Process Mapping |  Facilitation Nominal Group Technique |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
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 loud voices could dominate a round, Nominal Group Technique protects individual thinking time from group effects. It collects ideas separately first and only then enables shared weighting. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 60-120 min | 30-120 min | 30-60 min |
Participantsdifferent | 3-10 | 5-12 | 2-6 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Ranked Ideas, Clarified Options, Group Priority | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | ProcessOperationsImprovement | FacilitationPrioritizationVotingInclusion | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |