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| Criterion |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Innovation TRIZ |
|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Medium | High | High |
Timedifferent | 0.5-5 Tage | 2-8 h | 1-4 h |
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 | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | InnovationProblem solvingContradictionsCreativity |
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