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| Criterion |  Product Strategy Lean Canvas |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Engineering Kanban |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 30-120 min | Ongoing |
Participantsdifferent | 1-6 | 4-10 | 2-6 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery | LeanObservationProcessOperations | FlowVisual managementDelivery |