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| Criterion |  Operations Waste Analysis |  Product Discovery Pretotyping |  Delivery Value Stream Mapping |  Innovation Lean Startup |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | Stunden bis wenige Tage | 1-3 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 1-4 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Current-state map, Future-state map, Bottleneck list | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | WasteLeanProcess improvement | ValidationDemandMVP | LeanFlowWasteDelivery | LeanStartupValidationMVP |