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| Criterion |  Operations Kaizen Event |  Product Strategy Impact Mapping |  Operations Getting Things Done |
|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-10 | 3-8 | 1 |
Formatdifferent | Workshop | Workshop | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanContinuous improvementOperations | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution |
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