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| Criterion |  Operations A3 Problem Solving |  Innovation Lean Startup |  Architecture ARID (Active Reviews for Intermediate Designs) |  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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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 | Wochen bis Monate je Lernzyklus | 2–4 h review as a planning range; preparation and evaluation additional | 30-120 min |
Participantsdifferent | 2-5 | 2-8 | Designers, developers as users, and facilitation | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | ArchitectureEngineeringFeedbackValidationTasks | LeanObservationProcessOperations |