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| Criterion |  Operations A3 Problem Solving |  Operations Kaizen Event |  UX Research Customer Journey Mapping |  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. | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 | Medium | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 2-4 h | 30-120 min |
Participantsdifferent | 2-5 | 4-10 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Journey Map, Pain-point List, Opportunity Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | JourneyServiceService design | LeanObservationProcessOperations |