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| Criterion |  Operations Kaizen Event |  Engineering Kanban |  Operations 8D Problem Solving |  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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | Ongoing | 1-6 Wochen | 45-90 min |
Participantsdifferent | 4-10 | 2-12 | 4-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kanban board, WIP policies, Flow metrics | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | FlowVisual managementDelivery | QualityProblem solvingRoot cause | LeanProblem solvingCoachingOperations |