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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | 60–90 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
