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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Product Strategy ICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | ICE Table, Top Idea List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | PrioritizationScoringGrowthDecision | DecisionCriteriaScoringTradeoffs |