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| Criterion |  Operations A3 Problem Solving |  Operations Gemba Walk |  UX Research Affinity Diagramming |  UX Research Empathy Mapping |
|---|---|---|---|---|
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 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. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-120 min | 45–90 min | 30–60 min |
Participantsdifferent | 2-5 | 2-6 | 3-10 | 4-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Theme clusters, Insight statements, Opportunity areas | Empathy Map, Assumptions List, Research Gaps |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | SynthesisQualitativeRoot cause | SynthesisQualitativeWorkshop |