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| Criterion |  Operations PDCA Cycle |  Business Strategy GAP Analysis |  Operations A3 Problem Solving |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 2-5 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Gap Matrix, Action Plan, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Counter Metric List, Guardrail Definitions |
Tagsno overlap | Continuous improvementLeanExperiments | StrategyAnalysisPlanning | LeanProblem solvingCoachingOperations | MetricsMeasurementStrategyExperiments |