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| Criterion |  Operations Waste Analysis |  Operations Gemba Walk |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 30-120 min | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 2-8 | 2-6 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | WasteLeanProcess improvement | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |