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| Criterion |  Engineering Hypothesis-Driven Troubleshooting |  Innovation Lean Startup |  Operations Gemba Walk |  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. | 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. | 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 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 | Medium | Medium | Low | Medium |
Timedifferent | 30-240 min | Wochen bis Monate je Lernzyklus | 30-120 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | TroubleshootingProblem solvingDiagnosis | LeanStartupValidationMVP | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |