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| Criterion |  Operations Kaizen Event |  Team Design Spotify Model Mapping |  Operations Gemba Walk |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 90-180 min | 30-120 min | 2-4 h |
Participantsdifferent | 4-10 | 5-15 | 2-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Spotify Model Map, Action List | Observation Notes, Improvement Ideas | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | LeanContinuous improvementOperations | TeamOrganizationAlignmentDiagnosis | LeanObservationProcessOperations | OrganizationStrategyAlignmentChange |