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| Criterion |  Operations PDCA Cycle |  Facilitation Six Thinking Hats |  Operations Kaizen Event |  Decision Making Decision Tree |
|---|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 0.5-5 Tage | 30-90 min |
Participantsdifferent | 1-8 | 4-12 | 4-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Perspective Notes, Decision Inputs, Action Items | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Decision Tree, Option Map, Assumption List |
Tagsno overlap | Continuous improvementLeanExperiments | FacilitationOptionsDecision | LeanContinuous improvementOperations | DecisionTreeOptions |