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| Criterion |  Operations ABC Analysis |  Operations Gemba Walk |  Knowledge Modeling Event Modeling |  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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | Event Modeling connects business workflows with commands, events, and views into one coherent mental model. It helps design behavior, UI, and technical slices from the same underlying logic. | 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 | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-120 min | 2-6 h | 0.5-5 Tage |
Participantsdifferent | 1-5 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Event Model, UI Flow, Commands, Read Models | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | EventsBlueprintDomain-Driven DesignBehavior | LeanContinuous improvementOperations |