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| Criterion |  Operations A3 Problem Solving |  Business Strategy 5-Minuten VC-Check |  Operations Gemba Walk |  Innovation Lean Startup |
|---|---|---|---|---|
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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 5-15 min | 30-120 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-5 | 1-5 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanProblem solvingCoachingOperations | StartupValidationCompetition | LeanObservationProcessOperations | LeanStartupValidationMVP |