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| Criterion |  Operations Kaizen Event |  Facilitation Expectation Mapping |  Operations 5 Whys |  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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | 45-90 min | 15-30 min | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |