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| Criterion |  Product Discovery Jobs to Be Done |  Operations Kaizen Event |  Operations Process Mapping |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | 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. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 Wochen | 0.5-5 Tage | 1-3 h | 60-120 min |
Participantsdifferent | 5-12 Interviews | 4-10 | 3-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | LeanContinuous improvementOperations | ProcessOperationsImprovement | PrioritizationDiscoveryOutcomesNeeds |