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| Criterion |  Operations PDCA Cycle |  Operations ALPEN Method |  Decision Making DACI |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 10-20 min daily | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 1 | 2-10 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Daily Plan, Time Estimates, Review Notes | DACI Matrix, Decision Owner, Decision Log | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | PlanningTime managementProductivityOperations | DecisionRolesGovernanceAlignment | LeanContinuous improvementOperations |