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| Criterion |  Operations A3 Problem Solving |  Delivery Communication Plan |  Delivery Value Stream Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 1-3 h | 30-120 min |
Participantsdifferent | 2-5 | 2-6 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Communication Plan, Channel Matrix, Message Cadence | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | CommunicationStakeholdersDeliveryPlanning | LeanFlowWasteDelivery | LeanObservationProcessOperations |