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| Criterion |  Product Discovery Solution Interview |  Operations Kaizen Event |  Innovation Design Thinking |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | 0.5-5 Tage | 1 Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 5-10 Interviews | 4-10 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Prototype, Test Learnings | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ValidationInterviewsPrototype | LeanContinuous improvementOperations | InnovationPrototypeResearch | LeanProblem solvingCoachingOperations |