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| Criterion |  Operations Visual Management |  Operations Accountability Ladder |  Operations Process Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Low | Low | Medium | Low |
Timedifferent | Ongoing | 20-45 min | 1-3 h | 30-120 min |
Participantsdifferent | 1-20 | 1-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Ownership Reflection, Action Commitment, Coaching Notes | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | ResponsibilityLeadershipTeam | ProcessOperationsImprovement | LeanObservationProcessOperations |