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| Criterion |  Operations Visual Management |  Product Strategy Value Proposition Canvas |  Operations Gemba Walk |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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 the value proposition and customer expectation drift apart, it makes fit and mismatch legible. It shows where offering and need don't yet come together. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 1-2 h | 30-120 min | 1-2 h |
Participantsdifferent | 1-20 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Value Proposition Canvas, Fit Gaps, Hypotheses | Observation Notes, Improvement Ideas | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | SignalsOperationsVisual management | ValueNeedsStrategy | LeanObservationProcessOperations | Business modelStrategyValueInnovation |