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| Criterion |  Operations Kaizen Event |  Decision Making Red Teaming |  Operations A3 Problem Solving |
|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | 1-4 h | 45-90 min |
Participantsdifferent | 4-10 | 3-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Challenge Findings, Risk Register, Mitigation Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | RiskDecisionSensemaking | LeanProblem solvingCoachingOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
