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| Criterion |  Operations Time Blocking |  Business Strategy 5-Minuten VC-Check |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-30 min Planung, laufend | 5-15 min | 45-90 min | 30-120 min |
Participantsdifferent | 1 | 1-5 | 2-5 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | PlanningTime managementFocus | StartupValidationCompetition | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |