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| Criterion |  Operations Kaizen Event |  Business Strategy Strategy Execution Loop |  Decision Making RAPID |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | Medium |
Timedifferent | 0.5-5 Tage | Initial 3-6 h, then monthly or quarterly reviews | 45-90 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 | RAPID Role Map, Recommendation, Decision Log | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ExecutionCadenceLearningGovernance | DecisionRolesGovernance | LeanProblem solvingCoachingOperations |