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| Criterion |  Operations Kaizen Event |  Delivery Cost of Delay |  Operations ABC Analysis |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | 90-180 min | 30-60 min | 30-60 min |
Participantsdifferent | 4-10 | 3-8 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | CoD Table, Prioritization Sequence | ABC Classification, Focus Rules, Control List | ICE Table, Top Idea List |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationDeliveryEconomicsDecision | PrioritizationOperationsPortfolio | PrioritizationScoringGrowthDecision |