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| Criterion |  Operations Kaizen Event |  Business Strategy Strategy Execution Loop |  Delivery RAID Log |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | Initial 3-6 h, then monthly or quarterly reviews | 30 min Setup, dann laufend | 20-45 min |
Participantsdifferent | 4-10 | 5-12 | 1-3 maintaining, briefing for everyone | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Execution Loop, Review Cadence, Strategic Learning Log | RAID Log, Status Report Source | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanContinuous improvementOperations | ExecutionCadenceLearningGovernance | RiskTrackingStakeholdersGovernance | LearningOperationsImprovement |