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| Criterion |  Operations Visual Management |  Engineering Golden Path |  Operations Kaizen Event |  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. | When teams need a reliable default path for frequent use, sprawl quickly emerges without any guiding logic. Golden Path bundles the preferred path so good practice becomes easy and deviation becomes deliberate. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 Tage Setup, laufend | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 1-20 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Golden Path Guide, Templates, Quality Checks | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | EngineeringProductivityGovernance | LeanContinuous improvementOperations | LeanObservationProcessOperations |