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| Criterion |  Product Discovery Solution Interview |  Operations Gemba Walk |  Innovation Design Thinking |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | Medium | Low | High | Medium |
Timedifferent | 30-60 min je Interview | 30-120 min | 1 Tag bis mehrere Wochen | 0.5-5 Tage |
Participantsdifferent | 5-10 Interviews | 2-6 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Observation Notes, Improvement Ideas | Problem Statement, Prototype, Test Learnings | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ValidationInterviewsPrototype | LeanObservationProcessOperations | InnovationPrototypeResearch | LeanContinuous improvementOperations |