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| Criterion |  Operations Kaizen Event |  Decision Making Decision Framing Workshop |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 60-120 min | 60–90 min | 1-2 h |
Participantsdifferent | 4-10 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Decision Frame, Decision Question, Criteria List, Evidence Plan | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanContinuous improvementOperations | Decision framingAlignmentCriteriaOptions | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |