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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Agile Sailboat Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
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 a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 2-5 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection |