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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Operations Fishbone Diagram |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 1-3 h | 30-60 min | 1-3 h |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Fishbone Diagram, Cause Categories, Investigation Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | Root causeQualityOperations | LeanProcessQuality |