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| Criterion |  Operations Waste Analysis |  Agile Specification by Example |  Operations Standard Work Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 60-90 min pro Feature | 1-3 h | 30-120 min |
Participantsdifferent | 2-8 | 3-6 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Example Table, Acceptance Tests | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | AgileRequirementsExamplesBehavior-Driven Development | LeanProcessQuality | LeanObservationProcessOperations |