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| Criterion |  Product Discovery Solution Interview |  Operations Kaizen Event |  Operations Gemba Walk |  Innovation Design Sprint |
|---|---|---|---|---|
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. | 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 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 30-60 min je Interview | 0.5-5 Tage | 30-120 min | 4-5 Tage |
Participantsdifferent | 5-10 Interviews | 4-10 | 2-6 | 5-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | ValidationInterviewsPrototype | LeanContinuous improvementOperations | LeanObservationProcessOperations | Design sprintPrototypeValidationInnovation |