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| Criterion |  Operations Waste Analysis |  Operations A3 Problem Solving |  Growth Funnel Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When many visitors or users drop off along the way, the reason behind the number often stays hidden. Funnel Analysis exposes these transitions and makes visible exactly where the path collapses. | 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 | 45-120 min | 45-90 min | 1-3 h | 30-120 min |
Participantsdifferent | 2-8 | 2-5 | 1-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Funnel report, Drop-off analysis, Optimization hypotheses | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | LeanProblem solvingCoachingOperations | AnalyticsConversionGrowth | LeanObservationProcessOperations |