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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Delivery Cost of Delay |  Agile WSJF |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 0.5-5 Tage | 30-120 min | 90-180 min | 45-90 min |
Participantsdifferent | 4-10 | 2-6 | 3-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | CoD Table, Prioritization Sequence | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | PrioritizationDeliveryEconomicsDecision | LeanEconomicsSequencePrioritization |