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| Criterion |  Product Discovery Working Backwards |  Operations Process Mapping |  Operations A3 Problem Solving |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1-3 h | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 2-6 | 3-10 | 2-5 | 4-10 |
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 | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | VisionNarrativeAlignment | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |