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| Criterion |  Operations Waste Analysis |  Product Strategy Lean Canvas |  Operations DMAIC |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-120 min | 45-90 min | 2-12 Wochen | 1-3 h |
Participantsdifferent | 2-8 | 1-6 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lean Canvas, Core Assumptions, Experiment Backlog | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | WasteLeanProcess improvement | StartupLeanAssumptionsBusiness model | Continuous improvementQualityProcess improvement | LeanProcessQuality |