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| Criterion |  Product Discovery Working Backwards |  Operations Process Mapping |  Operations A3 Problem Solving |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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 | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 1-3 h | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 3-10 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | VisionNarrativeAlignment | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |