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| Criterion |  Operations Kaizen Event |  Innovation Double Diamond |  Operations Fishbone Diagram |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | Wochen bis Monate | 30-60 min | 1-3 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Fishbone Diagram, Cause Categories, Investigation Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanContinuous improvementOperations | ProcessDivergenceInnovation | Root causeQualityOperations | LeanProcessQuality |