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| Criterion |  Operations Standard Work Analysis |  Agile WSJF |  Decision Making Constraint Analysis |  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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 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 | High | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 30-120 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Ranked Backlog, Cost-of-Delay Assumptions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | LeanEconomicsSequencePrioritization | ConstraintsDecisionPlanningOptions | LeanObservationProcessOperations |