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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Standard Work Analysis |  Operations Kaizen Event |  Operations DMAIC |
|---|---|---|---|---|
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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 1-3 h | 0.5-5 Tage | 2-12 Wochen |
Participantsdifferent | 1-8 | 2-6 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | LeanProcessQuality | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement |