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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Innovation Brainstorming |
|---|---|---|---|
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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-10 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | BrainstormingIdeationCreativityWorkshopDivergence |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
