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| Criterion |  Product Strategy RICE Scoring |  Operations Gemba Walk |  Operations Kaizen Event |  Product Strategy ICE Scoring |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | 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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 60-90 min | 30-120 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 2-10 | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ICE Table, Top Idea List |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | LeanObservationProcessOperations | LeanContinuous improvementOperations | PrioritizationScoringGrowthDecision |