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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Business Strategy Strategy Execution Loop |  Operations After-Action Review |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min |
Participantsdifferent | 4-10 | 1-8 | 5-12 | 3-12 |
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 | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | ExecutionCadenceLearningGovernance | LearningOperationsImprovement |