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| Criterion |  Operations Waste Analysis |  Operations ABC Analysis |  Operations Gemba Walk |  Operations Process Mapping |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Low | Medium |
Timedifferent | 45-120 min | 30-60 min | 30-120 min | 1-3 h |
Participantsdifferent | 2-8 | 1-5 | 2-6 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | WasteLeanProcess improvement | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | ProcessOperationsImprovement |