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| Criterion |  Operations Kaizen Event |  Facilitation Power Interest Grid |  Operations A3 Problem Solving |  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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. | 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 | Medium | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 45-90 min | 60–90 min |
Participantsdifferent | 4-10 | 2-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Power Interest Grid, Strategy per Stakeholder | A3 Report, Action Plan, Root Cause Analysis | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanContinuous improvementOperations | StakeholdersFacilitationAlignmentPlanning | LeanProblem solvingCoachingOperations | StakeholdersAlignmentFacilitationChange |