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| Criterion |  Operations PDCA Cycle |  Innovation Worst Possible Idea |  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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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 | Medium |
Timedifferent | 1 h bis mehrere Wochen | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Bad Idea List, Reframed Concepts, Idea Shortlist | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | IdeationCreativityDivergence | LeanContinuous improvementOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
