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| Criterion |  Operations ABC Analysis |  Innovation Contradiction Analysis |  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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 |
Timedifferent | 30-60 min | 60-120 min | 0.5-5 Tage |
Participantsdifferent | 1-5 | 2-8 | 4-10 |
Formatdifferent | Async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PrioritizationOperationsPortfolio | ContradictionsInnovationProblem solving | LeanContinuous improvementOperations |
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