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| Criterion |  Operations Kaizen Event |  Operations Getting Things Done |  Delivery Communication Plan |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-2 h Setup, laufend | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 1 | 2-6 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Action Lists, Project List, Review Routine | Communication Plan, Channel Matrix, Message Cadence | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | CommunicationStakeholdersDeliveryPlanning | ProductivityExecutionPlanning |