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| Criterion |  Operations Visual Management |  Business Strategy Strategy Map |  Operations Gemba Walk |  Operations Process Mapping |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 2-4 h workshop plus review | 30-120 min | 1-3 h |
Participantsdifferent | 1-20 | 4-10 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Strategy Map, Objective Set, Cause-Effect Hypotheses | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SignalsOperationsVisual management | AlignmentExecutionGoalsCausality | LeanObservationProcessOperations | ProcessOperationsImprovement |