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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Facilitation Team Charter |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 2-4 h | 45-90 min |
Participantsdifferent | 4-10 | 2-5 | 3-12 | 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 | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | TeamAlignmentCollaboration | AlignmentStakeholdersTeam |