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| Criterion |  Operations Kaizen Event |  Innovation Lean Startup |  Operations ABC Analysis |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 30-60 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 1-5 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
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 | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanContinuous improvementOperations | LeanStartupValidationMVP | PrioritizationOperationsPortfolio | StartupLeanAssumptionsBusiness model |