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| Criterion |  Operations PDCA Cycle |  Facilitation Team Charter |  Facilitation Expectation Mapping |  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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Medium | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 2-4 h | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | LeanContinuous improvementOperations |