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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Discovery Outcome-Driven Innovation |  Innovation Design Thinking |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 0.5-5 Tage | 30-120 min | Mehrere Wochen | 1 Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-6 | 2-6 researchers plus sample | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | OutcomesInnovationResearchQuantitative | InnovationPrototypeResearch |