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| Criterion |  Operations Visual Management |  Operations Gemba Walk |  Product Strategy Lean Canvas |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 30-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-20 | 2-6 | 1-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Observation Notes, Improvement Ideas | Lean Canvas, Core Assumptions, Experiment Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | LeanObservationProcessOperations | StartupLeanAssumptionsBusiness model | LeanProblem solvingCoachingOperations |