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| Criterion |  Operations PDCA Cycle |  Business Strategy GAP Analysis |  Operations Weekly Review |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1-8 | 2-8 | 1 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Gap Matrix, Action Plan, Risk Notes | Updated Task System, Weekly Focus, Next Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | Continuous improvementLeanExperiments | StrategyAnalysisPlanning | ProductivityExecutionPlanning | StrategyMetricsExecution |