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| Criterion |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Operations Gemba Walk |  Product Strategy DIBB |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 30-120 min | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | Observation Notes, Improvement Ideas | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanContinuous improvementOperations | ChangeDecisionStrategy | LeanObservationProcessOperations | StrategyDecisionAssumptionsHypothesis |