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| Criterion |  Product Discovery Opportunity Interview |  Operations Kaizen Event |  Operations Gemba Walk |  Product Discovery Problem Interview |
|---|---|---|---|---|
Purposedifferent | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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. | 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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-60 min je Interview | 0.5-5 Tage | 30-120 min | 30-60 min je Interview |
Participantsdifferent | 5-12 Interviews | 4-10 | 2-6 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Problem Evidence, Risk Notes, Customer Segments |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | LeanContinuous improvementOperations | LeanObservationProcessOperations | DiscoveryInterviewsValidation |