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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Operations Gemba Walk |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | 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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 30-120 min | 1 h bis mehrere Wochen |
Participantsdifferent | 2-6 | 4-10 | 2-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | LeanObservationProcessOperations | Continuous improvementLeanExperiments |