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| Criterion |  Operations Kaizen Event |  Innovation Double Diamond |  Operations PDCA Cycle |  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. | 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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | Wochen bis Monate | 1 h bis mehrere Wochen | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ProcessDivergenceInnovation | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations |