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| Criterion |  Innovation Lean Startup |  Operations Standard Work Analysis |  Innovation Design Sprint |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 4-5 Tage | 30-120 min |
Participantsdifferent | 2-8 | 2-6 | 5-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Prototype, Test Findings, Decision Rationale | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanStartupValidationMVP | LeanProcessQuality | Design sprintPrototypeValidationInnovation | LeanObservationProcessOperations |