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| Criterion |  Product Strategy Value Proposition Canvas |  Operations Kaizen Event |  Business Strategy Business Model Canvas |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When the value proposition and customer expectation drift apart, it makes fit and mismatch legible. It shows where offering and need don't yet come together. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 0.5-5 Tage | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Proposition Canvas, Fit Gaps, Hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Business Model Canvas, Assumption List, Business Hypotheses | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ValueNeedsStrategy | LeanContinuous improvementOperations | Business modelStrategyValueInnovation | LeanProblem solvingCoachingOperations |