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| Criterion |  Operations Kaizen Event |  Business Strategy 5-Minuten VC-Check |  Operations Gemba Walk |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 5-15 min | 30-120 min | 45-90 min |
Participantsdifferent | 4-10 | 1-5 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Observation Notes, Improvement Ideas | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanContinuous improvementOperations | StartupValidationCompetition | LeanObservationProcessOperations | StartupLeanAssumptionsBusiness model |