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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 20-45 min | 30-120 min |
Participantsdifferent | 4-10 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tags1 shared | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanObservationProcessOperations |