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| Criterion |  Operations Kaizen Event |  UX Research Affinity Diagramming |  Operations A3 Problem Solving |  UX Research Empathy Mapping |
|---|---|---|---|---|
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. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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 a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 45–90 min | 45-90 min | 30–60 min |
Participantsdifferent | 4-10 | 3-10 | 2-5 | 4-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Theme clusters, Insight statements, Opportunity areas | A3 Report, Action Plan, Root Cause Analysis | Empathy Map, Assumptions List, Research Gaps |
Tagsno overlap | LeanContinuous improvementOperations | SynthesisQualitativeRoot cause | LeanProblem solvingCoachingOperations | SynthesisQualitativeWorkshop |