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| Criterion |  Product Strategy Lean Canvas |  Operations Kaizen Event |  Operations Weekly Review |  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. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 0.5-5 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | 4-10 | 1 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Updated Task System, Weekly Focus, Next Actions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanContinuous improvementOperations | ProductivityExecutionPlanning | LeanProblem solvingCoachingOperations |