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| Criterion |  Product Discovery Opportunity Interview |  Operations PDCA Cycle |  Operations Kaizen Event |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-60 min je Interview | 1 h bis mehrere Wochen | 0.5-5 Tage | 1-5 Tage |
Participantsdifferent | 5-12 Interviews | 1-8 | 4-10 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | ValidationExperimentsDemandDiscovery |