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| Criterion |  Operations Kaizen Event |  Business Strategy 5-Minuten VC-Check |  Operations Gemba Walk |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 5-15 min | 30-120 min | 1 h bis mehrere Wochen |
Participantsdifferent | 4-10 | 1-5 | 2-6 | 1-8 |
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 | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanContinuous improvementOperations | StartupValidationCompetition | LeanObservationProcessOperations | Continuous improvementLeanExperiments |