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| Criterion |  Business Strategy GAP Analysis |  Operations Kaizen Event |  Business Strategy Balanced Scorecard |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Balanced Scorecard, Strategic Measures, Initiative Map | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StrategyAnalysisPlanning | LeanContinuous improvementOperations | StrategyMetricsExecution | LeanProblem solvingCoachingOperations |