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| Criterion |  Operations Process Mapping |  UX Research User Interviews |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 teams derive needs only from assumptions and real motives are missing, user interviews give direct access to behavior and meaning. Conversations from the target group's everyday life make patterns, tensions, and open questions solidly visible. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30–60 min per interview | 30-120 min | 45-90 min |
Participantsdifferent | 3-10 | 1 participant per interview | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Interview Notes, Themes, Insight Summary | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | QualitativeResearchCustomerDiscovery | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |