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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Innovation Brainwriting |  Operations After-Action Review |
|---|---|---|---|---|
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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 15-30 min | 20-45 min |
Participantsdifferent | 4-10 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Idea sheets, Expanded concepts, Prioritized list | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | BrainstormingCollaborationInclusionIdeas | LearningOperationsImprovement |