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| Criterion |  Product Strategy Value Proposition Canvas |  Operations Kaizen Event |  Business Strategy Business Model Canvas |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When the value proposition and customer expectation drift apart, it makes fit and mismatch legible. It shows where offering and need don't yet come together. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 0.5-5 Tage | 1-2 h | 30-120 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Proposition Canvas, Fit Gaps, Hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Business Model Canvas, Assumption List, Business Hypotheses | Observation Notes, Improvement Ideas |
Tagsno overlap | ValueNeedsStrategy | LeanContinuous improvementOperations | Business modelStrategyValueInnovation | LeanObservationProcessOperations |