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| Criterion |  Product Strategy Product Canvas |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When product goal and feature scope don't yet fit cleanly together, it creates a shared working picture. It connects need, core features, and assumptions into a solid starting point. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 0.5-5 Tage | 2-8 h | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Product Canvas, Product Assumptions, Scope Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | CanvasDiscoveryScope | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | AssumptionsRiskDecisionDiscovery |