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| Criterion |  Operations PDCA Cycle |  Delivery MoSCoW |  Delivery Cost of Delay |  Operations Kaizen Event |
|---|---|---|---|---|
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 a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 1 h bis mehrere Wochen | 30-90 min | 90-180 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Prioritized Backlog, Release Scope, Tradeoff Notes | CoD Table, Prioritization Sequence | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | PrioritizationScopeDecision | PrioritizationDeliveryEconomicsDecision | LeanContinuous improvementOperations |