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| Criterion |  Operations Kaizen Event |  Operations Learning Review |  Business Strategy Strategic, Tactical and Operational Planning |  Operations 5 Whys |
|---|---|---|---|---|
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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 90-180 min | 15-30 min |
Participantsdifferent | 4-10 | 3-10 | 4-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Learning Review Notes, System Factors, Improvement Actions | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | LearningRetrospectiveIncidentOperations | CadenceGovernanceExecution | Root causeIncidentLeanProblem solving |