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| Criterion |  Operations Kaizen Event |  Knowledge Modeling Feynman Technique |  Operations PDCA Cycle |  Operations After-Action Review |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 20-60 min | 1 h bis mehrere Wochen | 20-45 min |
Participantsdifferent | 4-10 | 1 | 1-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Plain-language Explanation, Knowledge Gaps, Study Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanContinuous improvementOperations | LearningKnowledgeUnderstanding | Continuous improvementLeanExperiments | LearningOperationsImprovement |