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| Criterion |  Operations Runbook |  Operations Gemba Walk |  Innovation Lean Startup |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | For recurring operational tasks or incidents, the method keeps solid action logic ready. It reduces uncertainty when time pressure, role changes, or rare situations demand fast access. | 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 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-60 min | 30-120 min | Wochen bis Monate je Lernzyklus | 0.5-5 Tage |
Participantsdifferent | 1-4 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Runbook, Checklist, Escalation Path | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | OperationsReliabilityDocumentation | LeanObservationProcessOperations | LeanStartupValidationMVP | LeanContinuous improvementOperations |