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| Criterion |  UX Research Card Sorting |  Operations Kaizen Event |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 0.5-5 Tage | 30-120 min | 45-90 min |
Participantsdifferent | Based on research question | 4-10 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Content groups, Label set, IA hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Information architectureNavigationStructure | LeanContinuous improvementOperations | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |