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| Criterion |  Operations Kaizen Event |  Business Strategy GAP Analysis |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 0.5-5 Tage | 1-3 h | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-8 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Gap Matrix, Action Plan, Risk Notes | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | LeanContinuous improvementOperations | StrategyAnalysisPlanning | ProductivityPlanningTasksExecution | StrategyMetricsExecution |