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| Criterion |  Operations Standard Work Analysis |  Agile WSJF |  Product Strategy ICE Scoring |  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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 | 30-60 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 | ICE Table, Top Idea List | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | LeanEconomicsSequencePrioritization | PrioritizationScoringGrowthDecision | LeanObservationProcessOperations |