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| Criterion |  Operations PDCA Cycle |  Operations Kaizen Event |  Innovation Contradiction Analysis |
|---|---|---|---|
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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 0.5-5 Tage | 60-120 min |
Participantsdifferent | 1-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | ContradictionsInnovationProblem solving |
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