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| Criterion |  Operations Kaizen Event |  Operations Getting Things Done |  Innovation Lean Startup |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1-2 h Setup, laufend | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 4-10 | 1 | 2-8 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Action Lists, Project List, Review Routine | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |