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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Kaizen Event |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 0.5-5 Tage | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1-8 | 4-10 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | LeanContinuous improvementOperations | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |