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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  Innovation Design Sprint |
|---|---|---|---|
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 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-60 min | 0.5-5 Tage | 4-5 Tage |
Participantsdifferent | 1-5 | 4-10 | 5-8 |
Formatdifferent | Async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | Design sprintPrototypeValidationInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
