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| Criterion |  Engineering Hypothesis-Driven Troubleshooting |  Product Discovery Jobs to Be Done |  Operations Kaizen Event |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 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 | 30-240 min | 1-3 Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 1-6 | 5-12 Interviews | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Job Stories, Outcome Statements, Opportunity List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | TroubleshootingProblem solvingDiagnosis | CustomerOutcomesNeeds | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |