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| Criterion |  Operations Kaizen Event |  UX Research Empathy Mapping |  Operations PDCA Cycle |  UX Research Affinity Diagramming |
|---|---|---|---|---|
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. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | 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. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 30–60 min | 1 h bis mehrere Wochen | 45–90 min |
Participantsdifferent | 4-10 | 4-8 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Empathy Map, Assumptions List, Research Gaps | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | LeanContinuous improvementOperations | SynthesisQualitativeWorkshop | Continuous improvementLeanExperiments | SynthesisQualitativeRoot cause |