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| Criterion |  Operations Kaizen Event |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 4-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | LeanContinuous improvementOperations | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |
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