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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Growth Hooked Model |  Growth Flywheel |
|---|---|---|---|---|
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. | The Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 0.5-5 Tage | Multiple workshops over several weeks | 60-120 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hooked loop, Trigger map, Reward design, Ethics check | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | GrowthBehaviorRetention | GrowthRetentionConversion |