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| Criterion |  Operations A3 Problem Solving |  Operations Kaizen Event |  Business Strategy 5-Minuten VC-Check |  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 a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 5-15 min | 30-120 min |
Participantsdifferent | 2-5 | 4-10 | 1-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | StartupValidationCompetition | LeanObservationProcessOperations |