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| Criterion |  Operations ABC Analysis |  Operations PDCA Cycle |  Delivery Cost of Delay |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | High | Medium |
Timedifferent | 30-60 min | 1 h bis mehrere Wochen | 90-180 min | 0.5-5 Tage |
Participantsdifferent | 1-5 | 1-8 | 3-8 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | CoD Table, Prioritization Sequence | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PrioritizationOperationsPortfolio | Continuous improvementLeanExperiments | PrioritizationDeliveryEconomicsDecision | LeanContinuous improvementOperations |