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| Criterion |  Operations A3 Problem Solving |  UX Research Surveys |  Innovation Lean Startup |  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. | When a topic needs to be validated broadly and many people can answer the same question, surveys gather structured feedback in a scalable form. Answers become comparable and segmentable instead of remaining merely anecdotal. | 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. | 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 | 3-14 Tage | Wochen bis Monate je Lernzyklus | 30-120 min |
Participantsdifferent | 2-5 | 50+ | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Survey Results, Charts, Segment Insights | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | QuantitativeResearchValidation | LeanStartupValidationMVP | LeanObservationProcessOperations |