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| Criterion |  Operations Process Mapping |  Facilitation Team Charter |  Operations Gemba Walk |  Facilitation Expectation 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. | 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. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 2-4 h | 30-120 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Team Charter, Working Norms, Role Notes | Observation Notes, Improvement Ideas | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ProcessOperationsImprovement | TeamAlignmentCollaboration | LeanObservationProcessOperations | AlignmentStakeholdersTeam |