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| Criterion |  Engineering Fault Isolation |  Product Discovery Jobs to Be Done |  Operations Kaizen Event |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 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 | Medium | Medium | Medium | Low |
Timedifferent | 30-180 min | 1-3 Wochen | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 1-6 | 5-12 Interviews | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Job Stories, Outcome Statements, Opportunity List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | TroubleshootingDiagnosisEngineering | CustomerOutcomesNeeds | LeanContinuous improvementOperations | LeanObservationProcessOperations |