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| Criterion |  Operations Kaizen Event |  Agile 4Ls Retrospective |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 45–75 min | 90-180 min | 30-60 min |
Participantsdifferent | 4-10 | Team members involved | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | 4Ls Board, Learning Themes, Improvement Actions | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Emotion Board, Themes, Action Items |
Tagsno overlap | LeanContinuous improvementOperations | RetrospectiveLearningReflectionTeam | CadenceGovernanceExecution | RetrospectiveTeamReflection |