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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Decision Making DACI |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 2-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | DACI Matrix, Decision Owner, Decision Log | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | DecisionRolesGovernanceAlignment | LeanProblem solvingCoachingOperations |