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| Criterion |  Operations Visual Management |  Delivery Cost of Delay |  Operations Gemba Walk |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Ongoing | 90-180 min | 30-120 min | 30-60 min |
Participantsdifferent | 1-20 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | CoD Table, Prioritization Sequence | Observation Notes, Improvement Ideas | ICE Table, Top Idea List |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationDeliveryEconomicsDecision | LeanObservationProcessOperations | PrioritizationScoringGrowthDecision |