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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Engineering Hypothesis-Driven Troubleshooting |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 30-240 min | 30-120 min |
Participantsdifferent | 2-8 | 2-5 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | TroubleshootingProblem solvingDiagnosis | LeanObservationProcessOperations |