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| Criterion |  Operations PDCA Cycle |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |  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. | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | High | Medium |
Timedifferent | 1 h bis mehrere Wochen | 0.5-5 Tage | Mehrere Wochen | 45-90 min |
Participantsdifferent | 1-8 | 4-10 | 2-6 researchers plus sample | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative | LeanProblem solvingCoachingOperations |