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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Operations ABC Analysis |  Operations Standard Work Analysis |
|---|---|---|---|---|
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. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 30-60 min | 1-3 h |
Participantsdifferent | 4-10 | 2-6 | 1-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | LeanProcessQuality |