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| Criterion |  Operations Kaizen Event |  Agile Start Stop Continue |  Agile Starfish Retrospective |  Agile 4Ls 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 45-90 min | 45–75 min |
Participantsdifferent | 4-10 | 3-12 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LeanContinuous improvementOperations | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |