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| Criterion |  Operations Kaizen Event |  Decision Making PERT Estimation |  Operations Gemba Walk |
|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 15-45 min | 30-120 min |
Participantsdifferent | 4-10 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PERT Estimate, Expected Value, Risk Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | EstimationUncertaintyRisk | LeanObservationProcessOperations |
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