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| Criterion |  Product Strategy Lean Canvas |  Engineering Kanban |  Operations Kaizen Event |
|---|---|---|---|
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 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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-90 min | Ongoing | 0.5-5 Tage |
Participantsdifferent | 1-6 | 2-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kanban board, WIP policies, Flow metrics | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery | LeanContinuous improvementOperations |
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