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| Criterion |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Operations PDCA Cycle |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 45-90 min | 1 h bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Counter Metric List, Guardrail Definitions |
Tagsno overlap | LeanContinuous improvementOperations | ChangeDecisionStrategy | Continuous improvementLeanExperiments | MetricsMeasurementStrategyExperiments |