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| Criterion |  Product Discovery Working Backwards |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 20-45 min | 30-120 min |
Participantsdifferent | 2-6 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | VisionNarrativeAlignment | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanObservationProcessOperations |