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| Criterion |  Product Discovery Working Backwards |  Operations Standard Work Analysis |  Operations Kaizen Event |  Operations DMAIC |
|---|---|---|---|---|
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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 4-8 h, mehrere Iterationen | 1-3 h | 0.5-5 Tage | 2-12 Wochen |
Participantsdifferent | 2-6 | 2-6 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | VisionNarrativeAlignment | LeanProcessQuality | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement |