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| Criterion |  Operations Kaizen Event |  Business Strategy 5-Minuten VC-Check |  Knowledge Modeling Concept Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 5-15 min | 1-2 h | 30-120 min |
Participantsdifferent | 4-10 | 1-5 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Concept Map, Relationship Labels, Knowledge Gaps | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | StartupValidationCompetition | KnowledgeConceptsMappingSensemaking | LeanObservationProcessOperations |