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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Operations RACI Matrix |  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. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 45-90 min | 30-120 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | RACI Matrix, Responsibility Map, Decision Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | RolesResponsibilityGovernanceOperations | LeanObservationProcessOperations |