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| Criterion |  Operations Kaizen Event |  Decision Making Decision Matrix |  Operations Gemba Walk |  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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 30-120 min | 30-60 min |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Decision Matrix, Scoring Rationale, Selected Option | Observation Notes, Improvement Ideas | ICE Table, Top Idea List |
Tagsno overlap | LeanContinuous improvementOperations | DecisionCriteriaScoringTradeoffs | LeanObservationProcessOperations | PrioritizationScoringGrowthDecision |