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| Criterion |  Operations A3 Problem Solving |  Operations Gemba Walk |  Business Strategy 5-Minuten VC-Check |  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 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. | 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. | 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 | 30-120 min | 5-15 min | 15-30 min |
Participantsdifferent | 2-5 | 2-6 | 1-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | StartupValidationCompetition | Root causeIncidentLeanProblem solving |