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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Product Strategy DIBB |
|---|---|---|---|
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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-120 min | 0.5-5 Tage | 1-2 h |
Participantsdifferent | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | StrategyDecisionAssumptionsHypothesis |
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