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| Criterion |  Operations Kaizen Event |  Systems Thinking Intervention Mapping |  Operations 5 Whys |  Operations Root Cause 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 0.5-5 Tage | 1-5 Tage | 15-30 min | 1-4 h |
Participantsdifferent | 4-10 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | ChangeSystems thinkingCapability | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |