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| Criterion |  Knowledge Modeling Knowledge Mapping |  Operations Kaizen Event |  Architecture Architecture Decision Record |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | 15-45 min | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 1-3 | 2-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ADR File, Decision Log, Rationale | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | KnowledgeMappingRisk | LeanContinuous improvementOperations | ArchitectureRationaleDocumentationGovernance | LeanProblem solvingCoachingOperations |