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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Operations Kepner-Tregoe |  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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 2-8 h | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Problem Analysis, Decision Analysis, Risk Plan | Observation Notes, Improvement Ideas |
Tags1 shared | LeanContinuous improvementOperations | ProcessOperationsImprovement | Problem solvingRoot causeDecisionOperations | LeanObservationProcessOperations |