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| Criterion |  Operations Kaizen Event |  Knowledge Modeling Knowledge Mapping |  Business Strategy 5-Minuten VC-Check |  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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 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 | Low | Medium |
Timedifferent | 0.5-5 Tage | 1-3 h | 5-15 min | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 1-5 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Knowledge Map, Critical Knowledge Areas, Transfer Plan | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | KnowledgeMappingRisk | StartupValidationCompetition | LeanProblem solvingCoachingOperations |