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| Criterion |  Product Strategy Lean Canvas |  Engineering Kanban |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | Ongoing | 45-90 min | 1-3 h |
Participantsdifferent | 1-6 | 2-12 | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kanban board, WIP policies, Flow metrics | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery |