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| Criterion |  Operations Kaizen Event |  Decision Making Constraint Analysis |  Operations Getting Things Done |  Decision Making Decision Tree |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-90 min | 1-2 h Setup, laufend | 30-90 min |
Participantsdifferent | 4-10 | 2-8 | 1 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Action Lists, Project List, Review Routine | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LeanContinuous improvementOperations | ConstraintsDecisionPlanningOptions | ProductivityPlanningTasksExecution | DecisionTreeOptions |