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| Criterion |  Operations Kaizen Event |  Delivery RAID Log |  Operations After-Action Review |  Operations Failure Mode and Effects 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 0.5-5 Tage | 30 min Setup, dann laufend | 20-45 min | 2-6 h |
Participantsdifferent | 4-10 | 1-3 maintaining, briefing for everyone | 3-12 | 3-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | RAID Log, Status Report Source | Lessons learned, Action items, Event summary | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanContinuous improvementOperations | RiskTrackingStakeholdersGovernance | LearningOperationsImprovement | RiskQualityOperationsRoot cause |