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| Criterion |  Operations Visual Management |  Product Discovery Opportunity Interview |  Operations PDCA Cycle |  Product Discovery Opportunity Solution Tree |
|---|---|---|---|---|
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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 30-60 min je Interview | 1 h bis mehrere Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 1-20 | 5-12 Interviews | 1-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Interview Notes, Opportunity Themes, Customer Quotes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | SignalsOperationsVisual management | DiscoveryInterviewsOpportunityCustomer | Continuous improvementLeanExperiments | DiscoveryOutcomesExperimentsOpportunity |