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| Criterion |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |  Operations A3 Problem Solving |  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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 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 | High | Medium | High |
Timedifferent | 0.5-5 Tage | Mehrere Wochen | 45-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-6 researchers plus sample | 2-5 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative | LeanProblem solvingCoachingOperations | InnovationPrototypeResearch |