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| Criterion |  Innovation Design Thinking |  Operations Kaizen Event |  Innovation Lean Startup |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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. | 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 | High | Medium | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 30-120 min |
Participantsdifferent | 4-10 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas |
Tagsno overlap | InnovationPrototypeResearch | LeanContinuous improvementOperations | LeanStartupValidationMVP | LeanObservationProcessOperations |