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| Criterion |  Operations Process Mapping |  Decision Making Pareto Analysis |  Operations Gemba Walk |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 30-120 min | 30-60 min |
Participantsdifferent | 3-10 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Pareto Chart, Top Causes, Focus List | Observation Notes, Improvement Ideas | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationQualityFocusRoot cause | LeanObservationProcessOperations | Root causeQualityOperations |