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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Discovery Smoke Test |  Growth A/B Testing |
|---|---|---|---|---|
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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 0.5-5 Tage | 30-120 min | 1-5 Tage | 1-4 Wochen |
Participantsdifferent | 4-10 | 2-6 | Nutzertraffic | 1-6 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Interest Metrics, Conversion Signal, Learning Note | Experiment results, Decision log, Learning summary |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | ValidationExperimentsDemandGrowth | ExperimentsGrowthAnalyticsValidation |