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| Criterion |  Operations Visual Management |  Operations Gemba Walk |  Decision Making Decision Framing Workshop |  Decision Making Option Framing |
|---|---|---|---|---|
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 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 a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 30-120 min | 60-120 min | 45-120 min |
Participantsdifferent | 1-20 | 2-6 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Observation Notes, Improvement Ideas | Decision Frame, Decision Question, Criteria List, Evidence Plan | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | SignalsOperationsVisual management | LeanObservationProcessOperations | Decision framingAlignmentCriteriaOptions | OptionsDecision framingStrategyComparison |