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| Criterion |  Operations Waste Analysis |  Operations Gemba Walk |  Operations Kepner-Tregoe |
|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | High |
Timedifferent | 45-120 min | 30-120 min | 2-8 h |
Participantsdifferent | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | WasteLeanProcess improvement | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations |
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