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| Criterion |  Operations Process Mapping |  Facilitation Team Charter |  Operations Gemba Walk |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 30-120 min | Half day |
Participantsdifferent | 3-10 | 3-12 | 2-6 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Team Charter, Working Norms, Role Notes | Observation Notes, Improvement Ideas | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | ProcessOperationsImprovement | TeamAlignmentCollaboration | LeanObservationProcessOperations | TeamAlignmentCollaborationOrganization |