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| Criterion |  Operations Kaizen Event |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | High | Medium |
Timedifferent | 0.5-5 Tage | 1-5 Tage | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-10 | 4-12 | 6-30 Experten | 2-5 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations |