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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Growth A/B Testing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | Ongoing | 0.5-5 Tage | 1-4 Wochen | 45-60 min |
Participantsdifferent | 1-20 | 4-10 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Experiment results, Decision log, Learning summary | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | ExperimentsGrowthAnalyticsValidation | AssumptionsRiskExperimentsValidation |