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| Criterion |  Innovation Design Thinking |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | High | Medium | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 20-45 min | 30-120 min |
Participantsdifferent | 4-10 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | InnovationPrototypeResearch | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanObservationProcessOperations |