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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Innovation Lean Startup |  Growth A/B Testing |
|---|---|---|---|---|
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. | 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. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | Wochen bis Monate je Lernzyklus | 1-4 Wochen |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Experiment results, Decision log, Learning summary |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | LeanStartupValidationMVP | ExperimentsGrowthAnalyticsValidation |