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| Criterion |  Operations PDCA Cycle |  Facilitation Stakeholder Salience Model |  Operations Kaizen Event |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 60-90 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 1-8 | 3-6 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Salience Diagram, Strategy per Class | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Continuous improvementLeanExperiments | StakeholdersFacilitationAlignmentGovernance | LeanContinuous improvementOperations | StakeholdersFacilitationAlignmentPlanning |