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| Criterion |  Operations A3 Problem Solving |  UX Research Card Sorting |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
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. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 20-45 min | 30-120 min | 15-30 min |
Participantsdifferent | 2-5 | Based on research question | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Content groups, Label set, IA hypotheses | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | Information architectureNavigationStructure | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |