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| Criterion |  Operations Kaizen Event |  Operations ABC Analysis |  Operations Fishbone Diagram |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 30-60 min | 15-30 min |
Participantsdifferent | 4-10 | 1-5 | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List | Fishbone Diagram, Cause Categories, Investigation Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio | Root causeQualityOperations | Root causeIncidentLeanProblem solving |