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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | 1-3 h | 1-3 h |
Participantsdifferent | 4-10 | 1-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | SensemakingDecisionRationale | RationaleKnowledgeDecision |