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| Criterion |  Agile Specification by Example |  Operations Process Mapping |  Operations 5 Whys |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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. | 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 | 60-90 min pro Feature | 1-3 h | 15-30 min | 30-120 min |
Participantsdifferent | 3-6 | 3-10 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Example Table, Acceptance Tests | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas |
Tagsno overlap | AgileRequirementsExamplesBehavior-Driven Development | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations |