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| Criterion |  Operations Standard Work Analysis |  Decision Making Constraint Analysis |  Decision Making Argument Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 30-90 min | 1-3 h | 30-120 min |
Participantsdifferent | 2-6 | 2-8 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Argument Map, Evidence Gaps, Decision Rationale | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | ConstraintsDecisionPlanningOptions | SensemakingDecisionRationale | LeanObservationProcessOperations |