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| Criterion |  Operations Kaizen Event |  Operations ABC Analysis |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept 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. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-60 min | 1-3 h | 1-2 h |
Participantsdifferent | 4-10 | 1-5 | 3-12 | 1-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking |