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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Discovery Opportunity Scoring |  Product Discovery Hypothesis Prioritization 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. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | When many hypotheses compete for attention, it brings order to their learning sequence and importance. It separates problem, assumption, solution, and evidence. The result is captured as a prioritization canvas and a hypothesis backlog. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 60-120 min | 60-90 min |
Participantsdifferent | 4-10 | 2-6 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Opportunity Score Table, Top Outcomes | Prioritization Canvas, Hypothesis Backlog |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | PrioritizationDiscoveryOutcomesNeeds | ExperimentsPrioritizationDiscoveryHypothesis |