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| Criterion |  Operations Kaizen Event |  Architecture Risk Storming |  Product Discovery Riskiest Assumption Test |  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. | 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 an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 60-90 min | 1-2 Wochen pro Iteration | 1-5 Tage |
Participantsdifferent | 4-10 | 4-12 | 2-6 | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Annotated Diagram, Prioritized Risk List, Action Backlog | Prioritized Assumption List, Test Plan, Results Report | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | LeanContinuous improvementOperations | RiskArchitectureWorkshopValidation | ExperimentsValidationDiscoveryAssumptions | ValidationExperimentsDemandDiscovery |