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| Criterion |  Product Discovery Working Backwards |  Operations PDCA Cycle |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1 h bis mehrere Wochen | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementLeanExperiments | ProcessOperationsImprovement | LeanContinuous improvementOperations |