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| Criterion |  Operations Visual Management |  Architecture ARID (Active Reviews for Intermediate Designs) |  Operations Kaizen Event |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 2–4 h review as a planning range; preparation and evaluation additional | 0.5-5 Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-20 | Designers, developers as users, and facilitation | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | SignalsOperationsVisual management | ArchitectureEngineeringFeedbackValidationTasks | LeanContinuous improvementOperations | LeanStartupValidationMVP |