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| Criterion |  Operations Kaizen Event |  UX Research Card Sorting |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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 content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 20-45 min | 45-90 min | 15-30 min |
Participantsdifferent | 4-10 | Based on research question | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Content groups, Label set, IA hypotheses | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | Information architectureNavigationStructure | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |