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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Decision Making Constraint Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 30-90 min | 15-30 min |
Participantsdifferent | 4-10 | 2-5 | 2-8 | 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 | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving |