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| Criterion |  Operations Kaizen Event |  Operations Theory of Constraints |  Operations Process Mapping |  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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Low |
Timedifferent | 0.5-5 Tage | 2-4 h Analyse, laufend | 1-3 h | 20-45 min |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint Map, Improvement Plan, Flow Metrics | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tags1 shared | LeanContinuous improvementOperations | OperationsConstraintsFlowImprovement | ProcessOperationsImprovement | LearningOperationsImprovement |