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| Criterion |  Innovation Lean Startup |  Operations Gemba Walk |  Operations A3 Problem Solving |  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. | 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. | 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. | 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 | Low | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-120 min | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 2-8 | 2-6 | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | LeanStartupValidationMVP | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |