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| Criterion |  Product Discovery Opportunity Interview |  Operations A3 Problem Solving |  Operations Gemba Walk |  Product Discovery Opportunity Solution Tree |
|---|---|---|---|---|
Purposedifferent | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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 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. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-60 min je Interview | 45-90 min | 30-120 min | 1-2 h Setup, laufend |
Participantsdifferent | 5-12 Interviews | 2-5 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | DiscoveryOutcomesExperimentsOpportunity |