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| Criterion |  Operations Kaizen Event |  Operations Visual Management |  Operations Standard Work Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | Ongoing | 1-3 h | 30-120 min |
Participantsdifferent | 4-10 | 1-20 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Visual Board, Status Indicators, Exception Cues | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | SignalsOperationsVisual management | LeanProcessQuality | LeanObservationProcessOperations |