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| Criterion |  Operations PDCA Cycle |  Decision Making DACI |  Operations Kepner-Tregoe |  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. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Medium |
Timedifferent | 1 h bis mehrere Wochen | 30-60 min | 2-8 h | 0.5-5 Tage |
Participantsdifferent | 1-8 | 2-10 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | DACI Matrix, Decision Owner, Decision Log | Problem Analysis, Decision Analysis, Risk Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | DecisionRolesGovernanceAlignment | Problem solvingRoot causeDecisionOperations | LeanContinuous improvementOperations |