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| Criterion |  Operations Standard Work Analysis |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Low |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 30-120 min |
Participantsdifferent | 2-6 | 3-8 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | LeanObservationProcessOperations |