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| Criterion |  Operations Kaizen Event |  Architecture Risk Storming |  Product Discovery Assumption Mapping |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | 60-90 min | 45-60 min | 1-4 Wochen |
Participantsdifferent | 4-10 | 4-12 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Annotated Diagram, Prioritized Risk List, Action Backlog | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary |
Tagsno overlap | LeanContinuous improvementOperations | RiskArchitectureWorkshopValidation | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation |