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| Criterion |  Operations Kaizen Event |  Business Strategy GAP Analysis |  Business Strategy Balanced Scorecard |  Operations Gemba Walk |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | Halber Tag bis mehrere Wochen | 30-120 min |
Participantsdifferent | 4-10 | 2-8 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Gap Matrix, Action Plan, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | StrategyAnalysisPlanning | StrategyMetricsExecution | LeanObservationProcessOperations |