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| Criterion |  Operations A3 Problem Solving |  Facilitation Team Charter |  Operations Kaizen Event |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 2-5 | 3-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Team Charter, Working Norms, Role Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | LeanProblem solvingCoachingOperations | TeamAlignmentCollaboration | LeanContinuous improvementOperations | AlignmentStakeholdersTeam |