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| Criterion |  Operations Kaizen Event |  Innovation Design Thinking |  Innovation Design Sprint |  Product Discovery Outcome-Driven Innovation |
|---|---|---|---|---|
Purposedifferent | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 0.5-5 Tage | 1 Tag bis mehrere Wochen | 4-5 Tage | Mehrere Wochen |
Participantsdifferent | 4-10 | 4-10 | 5-8 | 2-6 researchers plus sample |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses |
Tagsno overlap | LeanContinuous improvementOperations | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation | OutcomesInnovationResearchQuantitative |