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| Criterion |  Operations Waste Analysis |  Operations Gemba Walk |  Knowledge Modeling Concept Mapping |  Knowledge Modeling Knowledge 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. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 30-120 min | 1-2 h | 1-3 h |
Participantsdifferent | 2-8 | 2-6 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | Concept Map, Relationship Labels, Knowledge Gaps | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | WasteLeanProcess improvement | LeanObservationProcessOperations | KnowledgeConceptsMappingSensemaking | KnowledgeMappingRisk |