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| Criterion |  Operations A3 Problem Solving |  Operations Kaizen Event |  UX Research Customer Journey Mapping |  UX Design Service Blueprinting |
|---|---|---|---|---|
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 a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 0.5-5 Tage | 2-4 h | 0.5-2 Tage |
Participantsdifferent | 2-5 | 4-10 | 4-10 | 6-12 |
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 | Service Blueprint, Fail Points, Ownership Map |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | JourneyServiceService design | Service designOperationsJourneyBlueprint |