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| Criterion |  Operations Process Mapping |  UX Research Surveys |  Innovation Lean Startup |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a topic needs to be validated broadly and many people can answer the same question, surveys gather structured feedback in a scalable form. Answers become comparable and segmentable instead of remaining merely anecdotal. | 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 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 | Medium | Low |
Timedifferent | 1-3 h | 3-14 Tage | Wochen bis Monate je Lernzyklus | 30-120 min |
Participantsdifferent | 3-10 | 50+ | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Survey Results, Charts, Segment Insights | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | QuantitativeResearchValidation | LeanStartupValidationMVP | LeanObservationProcessOperations |