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| Criterion |  Operations Kaizen Event |  Product Discovery Hypothesis Prioritization Canvas |  Operations PDCA Cycle |  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 many hypotheses compete for attention, it brings order to their learning sequence and importance. It separates problem, assumption, solution, and evidence. The result is captured as a prioritization canvas and a hypothesis backlog. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 60-90 min | 1 h bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-10 | 3-8 | 1-8 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Prioritization Canvas, Hypothesis Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanContinuous improvementOperations | ExperimentsPrioritizationDiscoveryHypothesis | Continuous improvementLeanExperiments | PrioritizationOperationsPortfolio |