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| Criterion |  Operations Gemba Walk |  Business Strategy 5-Minuten VC-Check |  Operations PDCA Cycle |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Low | Low | Medium |
Timedifferent | 30-120 min | 5-15 min | 1 h bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-6 | 1-5 | 1-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | StartupValidationCompetition | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations |