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| Criterion |  Operations Visual Management |  Product Discovery Jobs to Be Done |  Operations Kaizen Event |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
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. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 Wochen | 0.5-5 Tage | 60-120 min |
Participantsdifferent | 1-20 | 5-12 Interviews | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Job Stories, Outcome Statements, Opportunity List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Opportunity Score Table, Top Outcomes |
Tagsno overlap | SignalsOperationsVisual management | CustomerOutcomesNeeds | LeanContinuous improvementOperations | PrioritizationDiscoveryOutcomesNeeds |