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| Criterion |  Operations Kaizen Event |  Decision Making DACI |  Operations 5 Whys |
|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 15-30 min |
Participantsdifferent | 4-10 | 2-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | DACI Matrix, Decision Owner, Decision Log | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | DecisionRolesGovernanceAlignment | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
