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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Innovation Design Sprint |  Innovation Lean Startup |
|---|---|---|---|---|
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. | 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 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 4-5 Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 4-10 | 2-6 | 5-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Prototype, Test Findings, Decision Rationale | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | Design sprintPrototypeValidationInnovation | LeanStartupValidationMVP |