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| Criterion |  Operations Visual Management |  Operations Fishbone Diagram |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-60 min | 30-120 min | 15-30 min |
Participantsdifferent | 1-20 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Fishbone Diagram, Cause Categories, Investigation Backlog | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Root causeQualityOperations | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |