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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Agile Sprint Retrospective |  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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | Scrum Team | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Improvement actions, Team agreements | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | RetrospectiveImprovementLearning | LeanObservationProcessOperations |