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| Criterion |  Operations Kaizen Event |  Product Strategy Lean Canvas |  Operations Process Mapping |  Innovation Lean Startup |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 45-90 min | 1-3 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 4-10 | 1-6 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lean Canvas, Core Assumptions, Experiment Backlog | Process Map, Handoff List, Improvement Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanContinuous improvementOperations | StartupLeanAssumptionsBusiness model | ProcessOperationsImprovement | LeanStartupValidationMVP |