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| Criterion |  Operations Kaizen Event |  Product Discovery Assumption Mapping |  Architecture Risk Storming |  Operations PDCA Cycle |
|---|---|---|---|---|
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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 45-60 min | 60-90 min | 1 h bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-8 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Assumption map, Test backlog, Risk ranking | Annotated Diagram, Prioritized Risk List, Action Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanContinuous improvementOperations | AssumptionsRiskExperimentsValidation | RiskArchitectureWorkshopValidation | Continuous improvementLeanExperiments |