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| Criterion |  Operations A3 Problem Solving |  UX Research Personas |  Operations Process Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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 target groups stay too vague and teams talk about the same people differently, personas create a shared, solid picture of usage. Condensed profiles make needs, contexts, and differences tangible enough for decisions. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-3 Tage | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-5 | Internes Team | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Persona Profiles, Needs Summary, Scenario Notes | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanProblem solvingCoachingOperations | ResearchCustomerSynthesis | ProcessOperationsImprovement | LeanContinuous improvementOperations |