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| Criterion |  Product Strategy Lean Canvas |  Operations Gemba Walk |  UX Research Affinity Diagramming |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 45–90 min | 45-90 min |
Participantsdifferent | 1-6 | 2-6 | 3-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Theme clusters, Insight statements, Opportunity areas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | SynthesisQualitativeRoot cause | LeanProblem solvingCoachingOperations |