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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Decision Making OODA Loop |  Operations After-Action Review |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 15-60 min je Zyklus | 20-45 min |
Participantsdifferent | 4-10 | 2-5 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | DecisionChangeLearningStrategy | LearningOperationsImprovement |