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| Criterion |  Operations A3 Problem Solving |  Operations PDCA Cycle |  Business Strategy Balanced Scorecard |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | 45-90 min | 1 h bis mehrere Wochen | Halber Tag bis mehrere Wochen | 0.5-5 Tage |
Participantsdifferent | 2-5 | 1-8 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Balanced Scorecard, Strategic Measures, Initiative Map | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanProblem solvingCoachingOperations | Continuous improvementLeanExperiments | StrategyMetricsExecution | LeanContinuous improvementOperations |