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| Criterion |  Operations Kaizen Event |  Operations ABC Analysis |  Decision Making Trade-off Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-60 min | 45-120 min | 45-90 min |
Participantsdifferent | 4-10 | 1-5 | 2-8 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio | TradeoffsDecisionCriteriaOptions | LeanProblem solvingCoachingOperations |