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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Discovery Test Card |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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. | The Test Card turns a critical assumption into a testable claim and specifies in advance which result counts as success. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 20-35 min | 1-5 Tage |
Participantsdifferent | 4-10 | 2-6 | 1-5 | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Test Card with a pre-set threshold | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | ExperimentsValidationDiscoveryHypothesis | ValidationExperimentsDemandDiscovery |