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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  Business Strategy 5-Minuten VC-Check |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 0.5-5 Tage | 5-15 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-5 | 4-10 | 1-5 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | StartupValidationCompetition | LeanStartupValidationMVP |