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| Criterion |  Operations Visual Management |  Innovation Lean Startup |  Operations Getting Things Done |  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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | Medium | Medium |
Timedifferent | Ongoing | Wochen bis Monate je Lernzyklus | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 1-20 | 2-8 | 1 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | LeanStartupValidationMVP | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations |