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| Criterion |  Operations Kaizen Event |  Product Discovery Opportunity Interview |  Product Discovery Opportunity Solution Tree |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-60 min je Interview | 1-2 h Setup, laufend | 1-5 Tage |
Participantsdifferent | 4-10 | 5-12 Interviews | 2-6 | Nutzertraffic |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Interview Notes, Opportunity Themes, Customer Quotes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | LeanContinuous improvementOperations | DiscoveryInterviewsOpportunityCustomer | DiscoveryOutcomesExperimentsOpportunity | ValidationExperimentsDemandDiscovery |