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| Criterion |  UX Research Card Sorting |  Operations Kaizen Event |  Operations Process Mapping |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | 20-45 min | 0.5-5 Tage | 1-3 h | 1 h bis mehrere Wochen |
Participantsdifferent | Based on research question | 4-10 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Content groups, Label set, IA hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | Information architectureNavigationStructure | LeanContinuous improvementOperations | ProcessOperationsImprovement | Continuous improvementLeanExperiments |