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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Innovation Lean Startup |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 3-10 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |