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| Criterion |  Operations Visual Management |  Innovation Lean Startup |  Operations ABC Analysis |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | Wochen bis Monate je Lernzyklus | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 1-20 | 2-8 | 1-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SignalsOperationsVisual management | LeanStartupValidationMVP | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations |