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| Criterion |  Operations Process Mapping |  Facilitation Team Charter |  Operations 5 Whys |  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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | 2-4 h | 15-30 min | 30-120 min |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Team Charter, Working Norms, Role Notes | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | TeamAlignmentCollaboration | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations |