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| Criterion |  Operations PDCA Cycle |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | Half day | 0.5-5 Tage |
Participantsdifferent | 1-8 | 3-12 | Team-Leads plus Architecture | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | LeanContinuous improvementOperations |