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| Criterion |  Operations Kaizen Event |  Product Strategy RICE Scoring |  Decision Making Decision Matrix |  Operations ABC 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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 60-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 2-10 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | RICE Scores, Ranked List, Assumption Log | Decision Matrix, Scoring Rationale, Selected Option | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationScoringRoadmapTradeoffs | DecisionCriteriaScoringTradeoffs | PrioritizationOperationsPortfolio |