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| Criterion |  Operations Gemba Walk |  Operations PDCA Cycle |  Innovation Lean Startup |  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. | 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 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. | 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 | Medium | Medium |
Timedifferent | 30-120 min | 1 h bis mehrere Wochen | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-6 | 1-8 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LeanObservationProcessOperations | Continuous improvementLeanExperiments | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |