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| Criterion |  Operations A3 Problem Solving |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | High | High | Low |
Timedifferent | 45-90 min | 1 Tag bis mehrere Wochen | Mehrere Wochen | 30-120 min |
Participantsdifferent | 2-5 | 4-10 | 2-6 researchers plus sample | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | LeanObservationProcessOperations |