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| Criterion |  Operations Kaizen Event |  Agile Start Stop Continue |  Operations Process Mapping |  Agile Sailboat Retrospective |
|---|---|---|---|---|
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 wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Start Stop Continue Board, Improvement Actions | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | LeanContinuous improvementOperations | RetrospectiveImprovementTeamReflection | ProcessOperationsImprovement | RetrospectiveTeamImprovement |