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| Criterion |  Operations Kaizen Event |  Systems Thinking Intervention Mapping |  Operations Kepner-Tregoe |  Operations Change 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 0.5-5 Tage | 1-5 Tage | 2-8 h | 45-120 min |
Participantsdifferent | 4-10 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Analysis, Decision Analysis, Risk Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | LeanContinuous improvementOperations | ChangeSystems thinkingCapability | Problem solvingRoot causeDecisionOperations | ChangeRoot causeTroubleshootingComparison |