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| Criterion |  Operations ABC Analysis |  Decision Making Radar |  Operations Kaizen Event |  Operations PDCA Cycle |
|---|---|---|---|---|
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 capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 h | 0.5-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 1-5 | 2-10 | 4-10 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Radar Map, Capability Scores, Action Areas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | PrioritizationOperationsPortfolio | AssessmentPortfolioCapability | LeanContinuous improvementOperations | Continuous improvementLeanExperiments |