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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Strategy Product Vision Board |
|---|---|---|---|
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 a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 30-120 min | 1-2 h |
Participantsdifferent | 4-10 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | VisionCanvasStrategyAlignment |
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