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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Operations Kepner-Tregoe |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 0.5-5 Tage | 30-120 min | 2-8 h | 60-90 min |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |