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| Criterion |  Product Discovery Working Backwards |  Operations ABC Analysis |  Operations Gemba Walk |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-60 min | 30-120 min | 1-3 h |
Participantsdifferent | 2-6 | 1-5 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | VisionNarrativeAlignment | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | ProcessOperationsImprovement |