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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Product Strategy DIBB |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | 1-2 h | 45-60 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | DIBB document, Belief list, Bet list, Learning report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskExperimentsValidation |