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| Criterion |  Product Discovery Assumption Mapping |  Operations Kaizen Event |  Operations Fishbone Diagram |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-60 min | 0.5-5 Tage | 30-60 min | 1 h bis mehrere Wochen |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Fishbone Diagram, Cause Categories, Investigation Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | AssumptionsRiskExperimentsValidation | LeanContinuous improvementOperations | Root causeQualityOperations | Continuous improvementLeanExperiments |