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| Criterion |  Engineering Golden Path |  Operations Kaizen Event |  Innovation Lean Startup |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When teams need a reliable default path for frequent use, sprawl quickly emerges without any guiding logic. Golden Path bundles the preferred path so good practice becomes easy and deviation becomes deliberate. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 Tage Setup, laufend | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Golden Path Guide, Templates, Quality Checks | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EngineeringProductivityGovernance | LeanContinuous improvementOperations | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |