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| Criterion |  Operations Visual Management |  Product Discovery Opportunity Solution Tree |  Operations Kaizen Event |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 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. | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-2 h Setup, laufend | 0.5-5 Tage | 1-5 Tage |
Participantsdifferent | 1-20 | 2-6 | 4-10 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Opportunity Solution Tree, Experiment Backlog, Learning Log | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | SignalsOperationsVisual management | DiscoveryOutcomesExperimentsOpportunity | LeanContinuous improvementOperations | ValidationExperimentsDemandDiscovery |