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| Criterion |  Operations Gemba Walk |  Product Discovery Assumption Mapping |  Operations Kaizen Event |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | 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. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | 45-60 min | 0.5-5 Tage | 1-4 Wochen |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Assumption map, Test backlog, Risk ranking | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Experiment results, Decision log, Learning summary |
Tagsno overlap | LeanObservationProcessOperations | AssumptionsRiskExperimentsValidation | LeanContinuous improvementOperations | ExperimentsGrowthAnalyticsValidation |