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| Criterion |  Operations Kaizen Event |  Facilitation Power Interest Grid |  Operations A3 Problem Solving |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 0.5-5 Tage | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-5 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Power Interest Grid, Strategy per Stakeholder | A3 Report, Action Plan, Root Cause Analysis | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanContinuous improvementOperations | StakeholdersFacilitationAlignmentPlanning | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentGovernance |