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| Criterion |  Operations DMAIC |  Knowledge Modeling Concept Mapping |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-12 Wochen | 1-2 h | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-10 | 1-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Concept Map, Relationship Labels, Knowledge Gaps | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementQualityProcess improvement | KnowledgeConceptsMappingSensemaking | LeanObservationProcessOperations | LeanContinuous improvementOperations |