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| Criterion |  Operations Visual Management |  UX Research Customer Journey Mapping |  Operations Gemba Walk |  UX Design Service Blueprinting |
|---|---|---|---|---|
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 user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | Ongoing | 2-4 h | 30-120 min | 0.5-2 Tage |
Participantsdifferent | 1-20 | 4-10 | 2-6 | 6-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Journey Map, Pain-point List, Opportunity Backlog | Observation Notes, Improvement Ideas | Service Blueprint, Fail Points, Ownership Map |
Tagsno overlap | SignalsOperationsVisual management | JourneyServiceService design | LeanObservationProcessOperations | Service designOperationsJourneyBlueprint |