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| Criterion |  Operations Kaizen Event |  Facilitation Consensus Workshop |  Operations 5 Whys |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 15-30 min | 60-90 min |
Participantsdifferent | 4-10 | 5-30 | 2-6 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Consensus Clusters, Theme Titles, Priority Areas | Root cause notes, Countermeasures | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanContinuous improvementOperations | FacilitationConsensusWorkshopAlignment | Root causeIncidentLeanProblem solving | FacilitationDecisionProblem solvingWorkshop |