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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Innovation Brainstorming |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 30-60 min | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | 4-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Idea pool, Theme clusters, Shortlist | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence | LeanObservationProcessOperations |