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| Criterion |  Product Discovery Working Backwards |  Operations ABC Analysis |  Operations Kaizen Event |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 30-60 min | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 2-6 | 1-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | VisionNarrativeAlignment | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | LeanObservationProcessOperations |