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| Criterion |  Operations Kaizen Event |  DevOps Incident Command |  Innovation Lean Startup |  DevOps Blameless Postmortem |
|---|---|---|---|---|
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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | As needed | Wochen bis Monate je Lernzyklus | 30-90 min |
Participantsdifferent | 4-10 | 4-15 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Incident Log, Action Tracker, Stakeholder Updates | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Postmortem Doc, Action Items, Timeline |
Tagsno overlap | LeanContinuous improvementOperations | IncidentOperationsReliability | LeanStartupValidationMVP | Site Reliability EngineeringIncidentLearningReliability |