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| Criterion |  Operations Kaizen Event |  Product Strategy DIBB |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | DIBB document, Belief list, Bet list, Learning report | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | StrategyDecisionAssumptionsHypothesis | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations |