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| Criterion |  Product Strategy Lean Canvas |  Operations Gemba Walk |  Operations Kaizen Event |  Innovation Lean Startup |
|---|---|---|---|---|
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. | 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 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 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 | 45-90 min | 30-120 min | 0.5-5 Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tags1 shared | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | LeanContinuous improvementOperations | LeanStartupValidationMVP |