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| Criterion |  Operations PDCA Cycle |  Operations Kaizen Event |  Operations Change Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 0.5-5 Tage | 45-120 min | 15-30 min |
Participantsdifferent | 1-8 | 4-10 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving |