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| Criterion |  Product Discovery Working Backwards |  Operations A3 Problem Solving |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 30-120 min | 15-30 min |
Participantsdifferent | 2-6 | 2-5 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | VisionNarrativeAlignment | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |