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| Criterion |  Operations Visual Management |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | 1-3 h | Wochen bis Monate je Lernzyklus | 30-120 min |
Participantsdifferent | 1-20 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Process Map, Handoff List, Improvement Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | ProcessOperationsImprovement | LeanStartupValidationMVP | LeanObservationProcessOperations |