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| Criterion |  Operations Gemba Walk |  Operations Process Mapping |  Innovation Lean Startup |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | Wochen bis Monate je Lernzyklus | 0.5-5 Tage |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | ProcessOperationsImprovement | LeanStartupValidationMVP | LeanContinuous improvementOperations |