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| Criterion |  Operations Kaizen Event |  Facilitation Team Charter |  Operations A3 Problem Solving |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 2-4 h | 45-90 min | Half day |
Participantsdifferent | 4-10 | 3-12 | 2-5 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Team Charter, Working Norms, Role Notes | A3 Report, Action Plan, Root Cause Analysis | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | LeanContinuous improvementOperations | TeamAlignmentCollaboration | LeanProblem solvingCoachingOperations | TeamAlignmentCollaborationOrganization |