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| Criterion |  Operations Kaizen Event |  Product Strategy ICE Scoring |  Operations A3 Problem Solving |  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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 2-8 | 2-5 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ICE Table, Top Idea List | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationScoringGrowthDecision | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio |