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| Criterion |  Operations Kaizen Event |  Architecture Risk Storming |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 60-90 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 4-10 | 4-12 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Annotated Diagram, Prioritized Risk List, Action Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | RiskArchitectureWorkshopValidation | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |