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| Criterion |  Operations Waste Analysis |  Product Discovery Assumption Mapping |  Delivery Value Stream Mapping |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-120 min | 45-60 min | 1-3 h | 1-4 Wochen |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Assumption map, Test backlog, Risk ranking | Current-state map, Future-state map, Bottleneck list | Experiment results, Decision log, Learning summary |
Tagsno overlap | WasteLeanProcess improvement | AssumptionsRiskExperimentsValidation | LeanFlowWasteDelivery | ExperimentsGrowthAnalyticsValidation |