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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Operations DMAIC |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 2-12 Wochen | 2-6 h |
Participantsdifferent | 2-6 | 4-10 | 3-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement | RiskQualityOperationsRoot cause |