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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Product Strategy Lean Canvas |  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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | 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 | Low | Medium | Medium |
Timedifferent | Ongoing | 45-120 min | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-12 | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP |