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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Facilitation Team Charter |  Operations Gemba Walk |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 2-4 h | 30-120 min |
Participantsdifferent | 4-10 | 2-5 | 3-12 | 2-6 |
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 | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | TeamAlignmentCollaboration | LeanObservationProcessOperations |