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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Decision Making Force Field Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-10 | 2-5 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Force Field Map, Change Levers, Risk Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | ChangeDecisionStrategy | FacilitationDecisionProblem solvingWorkshop |