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Selected:Kaizen EventDouble DiamondFailure Mode and Effects AnalysisLASR (Lightweight Approach for Software Reviews)
| Criterion |  Operations Kaizen Event |  Innovation Double Diamond |  Operations Failure Mode and Effects Analysis |  Architecture LASR (Lightweight Approach for Software Reviews) |
|---|---|---|---|---|
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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | Wochen bis Monate | 2-6 h | 3–4 h for initial assessment; preparation and deeper analysis additional |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 1 or a small team; particularly suitable for 3–4 people |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | FMEA Table, Risk Priority, Mitigation Actions | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks |
Tagsno overlap | LeanContinuous improvementOperations | ProcessDivergenceInnovation | RiskQualityOperationsRoot cause | ArchitectureQualityRiskAssessmentLean |