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| Criterion |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Business Strategy 5-Minuten VC-Check |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | 2-8 h | 5-15 min | 15-30 min |
Participantsdifferent | 4-10 | 2-8 | 1-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | StartupValidationCompetition | Root causeIncidentLeanProblem solving |