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| Criterion |  Operations PDCA Cycle |  Team Design Team Topologies Interaction Modes |  Operations A3 Problem Solving |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. | 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 | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | Half day | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Interaction Heat Map, Agreements per Pair | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | TeamAlignmentCollaborationOrganization | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |