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| Criterion |  Operations ABC Analysis |  Operations Bottleneck Analysis |  Operations A3 Problem Solving |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 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 | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1-5 | 3-8 | 2-5 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowMeasurementConstraints | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |