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| Criterion |  Operations Kaizen Event |  Agile NoEstimates |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | laufend | 15-30 min | 1-4 h |
Participantsdifferent | 4-10 | 2-12 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Throughput Data, Flow Forecast, Slicing Rules | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | EstimationForecastingFlow | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |