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| Criterion |  Operations Kaizen Event |  Decision Making PERT Estimation |  Growth A/B Testing |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | 15-45 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-10 | 1-8 | 1-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PERT Estimate, Expected Value, Risk Notes | Experiment results, Decision log, Learning summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | EstimationUncertaintyRisk | ExperimentsGrowthAnalyticsValidation | LeanProblem solvingCoachingOperations |