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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations A3 Problem Solving |  Operations Process Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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 | Medium | Low |
Timedifferent | 60-90 min | 45-90 min | 1-3 h | 30-120 min |
Participantsdifferent | 3-12 | 2-5 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | TeamComplexityImprovementDiagnosis | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement | LeanObservationProcessOperations |