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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Innovation Lean Startup |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 30-120 min |
Participantsdifferent | 1-20 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | LeanStartupValidationMVP | LeanObservationProcessOperations |