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| Criterion |  Operations Kaizen Event |  Decision Making Red Teaming |  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. | 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 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 | High | High |
Timedifferent | 0.5-5 Tage | 1-4 h | 2-6 h |
Participantsdifferent | 4-10 | 3-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Challenge Findings, Risk Register, Mitigation Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanContinuous improvementOperations | RiskDecisionSensemaking | RiskQualityOperationsRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
