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| Criterion |  Operations Kaizen Event |  Facilitation Stakeholder Mapping |  Agile ROAM Board |  Delivery RAID Log |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 60–90 min | 20-40 min initial, dann laufend | 30 min Setup, dann laufend |
Participantsdifferent | 4-10 | 2-8 | 3-15 | 1-3 maintaining, briefing for everyone |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List | RAID Log, Status Report Source |
Tagsno overlap | LeanContinuous improvementOperations | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment | RiskTrackingStakeholdersGovernance |