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| Criterion |  Operations DMAIC |  Operations Gemba Walk |  Operations Fishbone Diagram |  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. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | Low | Medium |
Timedifferent | 2-12 Wochen | 30-120 min | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 3-10 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas | Fishbone Diagram, Cause Categories, Investigation Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations | Root causeQualityOperations | LeanContinuous improvementOperations |