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| Criterion |  Operations Kaizen Event |  Agile Specification by Example |  Operations Gemba Walk |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 60-90 min pro Feature | 30-120 min | 1 h bis mehrere Wochen |
Participantsdifferent | 4-10 | 3-6 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Example Table, Acceptance Tests | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanContinuous improvementOperations | AgileRequirementsExamplesBehavior-Driven Development | LeanObservationProcessOperations | Continuous improvementLeanExperiments |