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| Criterion |  Operations PDCA Cycle |  Growth Funnel Analysis |  Operations Kaizen Event |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 many visitors or users drop off along the way, the reason behind the number often stays hidden. Funnel Analysis exposes these transitions and makes visible exactly where the path collapses. | 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 1-8 | 1-5 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Funnel report, Drop-off analysis, Optimization hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Continuous improvementLeanExperiments | AnalyticsConversionGrowth | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |