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| Criterion |  Facilitation Responsibility Poker |  Operations Gemba Walk |  Operations Accountability Ladder |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 3-10 | 2-6 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Observation Notes, Improvement Ideas | Ownership Reflection, Action Commitment, Coaching Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | RolesResponsibilityTeamFacilitation | LeanObservationProcessOperations | ResponsibilityLeadershipTeam | LeanContinuous improvementOperations |