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| Criterion |  Operations Kaizen Event |  Product Discovery Problem Interview |  Product Discovery Fake Door Test |  Operations PDCA Cycle |
|---|---|---|---|---|
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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 30-60 min je Interview | 1-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 4-10 | 5-12 Interviews | Nutzertraffic | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Evidence, Risk Notes, Customer Segments | Click Data, Interest Signal, Learning Decision | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanContinuous improvementOperations | DiscoveryInterviewsValidation | ValidationExperimentsDemandDiscovery | Continuous improvementLeanExperiments |