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| Criterion |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Innovation Lean Startup |
|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | 2-8 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | LeanStartupValidationMVP |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
