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| Criterion |  Product Discovery Working Backwards |  Operations PDCA Cycle |  Operations DMAIC |  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 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. | 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 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 | Low | High | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1 h bis mehrere Wochen | 2-12 Wochen | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementLeanExperiments | Continuous improvementQualityProcess improvement | LeanContinuous improvementOperations |