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| Criterion |  Operations DMAIC |  Operations Gemba Walk |  Architecture LASR (Lightweight Approach for Software Reviews) |  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. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | 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 | Medium | Medium |
Timedifferent | 2-12 Wochen | 30-120 min | 3–4 h for initial assessment; preparation and deeper analysis additional | 0.5-5 Tage |
Participantsdifferent | 3-10 | 2-6 | 1 or a small team; particularly suitable for 3–4 people | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations | ArchitectureQualityRiskAssessmentLean | LeanContinuous improvementOperations |