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Selected:A3 Problem SolvingARID (Active Reviews for Intermediate Designs)After-Action ReviewKaizen Event
| Criterion |  Operations A3 Problem Solving |  Architecture ARID (Active Reviews for Intermediate Designs) |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 2–4 h review as a planning range; preparation and evaluation additional | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 2-5 | Designers, developers as users, and facilitation | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanProblem solvingCoachingOperations | ArchitectureEngineeringFeedbackValidationTasks | LearningOperationsImprovement | LeanContinuous improvementOperations |