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| Criterion |  Operations Kaizen Event |  Business Strategy Strategy Execution Loop |  Operations After-Action Review |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 0.5-5 Tage | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | 45-90 min |
Participantsdifferent | 4-10 | 5-12 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ExecutionCadenceLearningGovernance | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |