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| Criterion |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |  Product Discovery Fake Door Test |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 0.5-5 Tage | 2-6 h | 1-5 Tage | 45-60 min |
Participantsdifferent | 4-10 | 3-10 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions | Click Data, Interest Signal, Learning Decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause | ValidationExperimentsDemandDiscovery | AssumptionsRiskExperimentsValidation |