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| Criterion |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |  Operations PDCA Cycle |  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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | High | Low | Low |
Timedifferent | 0.5-5 Tage | Mehrere Wochen | 1 h bis mehrere Wochen | 30-120 min |
Participantsdifferent | 4-10 | 2-6 researchers plus sample | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative | Continuous improvementLeanExperiments | LeanObservationProcessOperations |