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| Criterion |  Operations Kaizen Event |  Agile Ideal Days |  Operations A3 Problem Solving |
|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 15-60 min | 45-90 min |
Participantsdifferent | 4-10 | 2-9 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Ideal Day Estimates, Assumption Notes, Capacity Caveats | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | EstimationEffortAgile | LeanProblem solvingCoachingOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
