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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Waste Analysis |  Operations Kaizen Event |  Knowledge Modeling Knowledge Mapping |
|---|---|---|---|---|
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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 45-120 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Waste Map, Prioritized Waste, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | WasteLeanProcess improvement | LeanContinuous improvementOperations | KnowledgeMappingRisk |