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| Criterion |  Operations Kaizen Event |  Decision Making Decision Tree |  Decision Making Argument Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 30-90 min | 1-3 h | 30-120 min |
Participantsdifferent | 4-10 | 1-6 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Decision Tree, Option Map, Assumption List | Argument Map, Evidence Gaps, Decision Rationale | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | DecisionTreeOptions | SensemakingDecisionRationale | LeanObservationProcessOperations |