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| Criterion |  Operations Waste Analysis |  Operations Gemba Walk |  Operations DMAIC |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 45-120 min | 30-120 min | 2-12 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | Project Charter, Measurement Plan, Cause Analysis, Control Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | WasteLeanProcess improvement | LeanObservationProcessOperations | Continuous improvementQualityProcess improvement | LeanProblem solvingCoachingOperations |