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| Criterion |  Product Strategy Lean Canvas |  DevOps Game Day |  Operations Kaizen Event |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | Halber Tag | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 1-6 | 5-20 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Simulation Notes, Gaps List, Updated Runbooks | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ResilienceOperationsIncident | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving |