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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Strategy ICE Scoring |  Operations ABC 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 30-120 min | 30-60 min | 30-60 min |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | ICE Table, Top Idea List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | PrioritizationScoringGrowthDecision | PrioritizationOperationsPortfolio |