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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Operations ABC Analysis |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 2-8 | 2-5 | 1-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations |