View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Innovation Lean Startup |  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. | 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 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. | 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 | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog |
Tags1 shared | LeanContinuous improvementOperations | LeanObservationProcessOperations | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model |