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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Agile Specification by Example |  Operations Gemba Walk |
|---|---|---|---|---|
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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 60-90 min pro Feature | 30-120 min |
Participantsdifferent | 4-10 | 2-5 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Example Table, Acceptance Tests | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | AgileRequirementsExamplesBehavior-Driven Development | LeanObservationProcessOperations |