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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Innovation Design Charrette |  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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Medium | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | Halber Tag bis mehrere Tage | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | 10-50 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | BrainstormingWorkshopCollaborationIdeation | LeanObservationProcessOperations |