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| Criterion |  Operations Kaizen Event |  Agile Specification by Example |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 60-90 min pro Feature | 45-90 min | 15-30 min |
Participantsdifferent | 4-10 | 3-6 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Example Table, Acceptance Tests | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | AgileRequirementsExamplesBehavior-Driven Development | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |