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| Criterion |  Innovation Lean Startup |  Operations Kaizen Event |  Operations Getting Things Done |  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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 0.5-5 Tage | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 1 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanStartupValidationMVP | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations |