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| Criterion |  Product Discovery Working Backwards |  Operations DMAIC |  Architecture LASR (Lightweight Approach for Software Reviews) |  Operations Kaizen Event |
|---|---|---|---|---|
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. | 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. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 2-12 Wochen | 3–4 h for initial assessment; preparation and deeper analysis additional | 0.5-5 Tage |
Participantsdifferent | 2-6 | 3-10 | 1 or a small team; particularly suitable for 3–4 people | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementQualityProcess improvement | ArchitectureQualityRiskAssessmentLean | LeanContinuous improvementOperations |