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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Product Discovery Opportunity Scoring |  Operations ABC Analysis |
|---|---|---|---|---|
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 opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 60-120 min | 30-60 min |
Participantsdifferent | 4-10 | 2-5 | 3-6 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Opportunity Score Table, Top Outcomes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | PrioritizationDiscoveryOutcomesNeeds | PrioritizationOperationsPortfolio |