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| Criterion |  Product Strategy Value Proposition Canvas |  Operations Kaizen Event |  Product Strategy Counter Metrics |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 0.5-5 Tage | 30-60 min | 1 h bis mehrere Wochen |
Participantsdifferent | 2-8 | 4-10 | 2-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Proposition Canvas, Fit Gaps, Hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Counter Metric List, Guardrail Definitions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | ValueNeedsStrategy | LeanContinuous improvementOperations | MetricsMeasurementStrategyExperiments | Continuous improvementLeanExperiments |