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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |  Operations Gemba Walk |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 0.5-5 Tage | Mehrere Wochen | 30-120 min |
Participantsdifferent | 1-5 | 4-10 | 2-6 researchers plus sample | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative | LeanObservationProcessOperations |