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| Criterion |  Operations Kaizen Event |  Decision Making Argument Mapping |  Operations Failure Mode and Effects Analysis |  Decision Making Red Teaming |
|---|---|---|---|---|
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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 0.5-5 Tage | 1-3 h | 2-6 h | 1-4 h |
Participantsdifferent | 4-10 | 1-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Argument Map, Evidence Gaps, Decision Rationale | FMEA Table, Risk Priority, Mitigation Actions | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | LeanContinuous improvementOperations | SensemakingDecisionRationale | RiskQualityOperationsRoot cause | RiskDecisionSensemaking |