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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Operations Gemba Walk |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 30-120 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-12 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | LeanStartupValidationMVP |