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| Criterion |  Engineering Goal Question Metric |  Operations Kaizen Event |  Operations Gemba Walk |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 0.5-5 Tage | 30-120 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 4-10 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | GQM Table, Metric Profiles | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | KPI Tree, Owner List |
Tagsno overlap | MetricsMeasurementEngineeringAlignment | LeanContinuous improvementOperations | LeanObservationProcessOperations | MetricsStrategyAlignmentMeasurement |