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| Criterion |  Innovation Lean Startup |  Operations Gemba Walk |  Operations PDCA Cycle |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Low | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-120 min | 1 h bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 1-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LeanStartupValidationMVP | LeanObservationProcessOperations | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations |