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| Criterion |  Operations Gemba Walk |  Product Strategy Lean Canvas |  Operations After-Action Review |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Medium | Low | Medium |
Timedifferent | 30-120 min | 45-90 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-6 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Lean Canvas, Core Assumptions, Experiment Backlog | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | StartupLeanAssumptionsBusiness model | LearningOperationsImprovement | LeanContinuous improvementOperations |