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| Criterion |  Operations Gemba Walk |  UX Research Empathy Mapping |  Business Strategy 5-Minuten VC-Check |  Operations Kaizen Event |
|---|---|---|---|---|
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 a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30–60 min | 5-15 min | 0.5-5 Tage |
Participantsdifferent | 2-6 | 4-8 | 1-5 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Empathy Map, Assumptions List, Research Gaps | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | SynthesisQualitativeWorkshop | StartupValidationCompetition | LeanContinuous improvementOperations |