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| Criterion |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Innovation TRIZ |  Operations 8D 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. | 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. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 0.5-5 Tage | 2-8 h | 1-4 h | 1-6 Wochen |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | 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 | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | InnovationProblem solvingContradictionsCreativity | QualityProblem solvingRoot cause |