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| Criterion |  Operations A3 Problem Solving |  Product Discovery Pretotyping |  Operations Kaizen Event |  Innovation Lean Startup |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | Stunden bis wenige Tage | 0.5-5 Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-5 | 1-4 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanProblem solvingCoachingOperations | ValidationDemandMVP | LeanContinuous improvementOperations | LeanStartupValidationMVP |