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| Criterion |  Operations Kaizen Event |  Facilitation Alignment Mapping |  Facilitation Responsibility Poker |  Facilitation Stakeholder 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 4-10 | 4-12 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Alignment Map, Open Issues, Decision Questions | Responsibility Map, Role Agreements, Open Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanContinuous improvementOperations | AlignmentStakeholdersStrategyFacilitation | RolesResponsibilityTeamFacilitation | StakeholdersAlignmentFacilitationChange |