View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Innovation Design Sprint |  Innovation Design Thinking |
|---|---|---|---|---|
Purposedifferent | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 0.5-5 Tage | 45-90 min | 4-5 Tage | 1 Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-5 | 5-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch |