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| Criterion |  Operations Kaizen Event |  Innovation Lean Startup |  Operations ABC Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 30-60 min | 30-120 min |
Participantsdifferent | 4-10 | 2-8 | 1-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | LeanStartupValidationMVP | PrioritizationOperationsPortfolio | LeanObservationProcessOperations |