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| Criterion |  Decision Making PERT Estimation |  Operations Kaizen Event |  Growth A/B Testing |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 15-45 min | 0.5-5 Tage | 1-4 Wochen | 1 h bis mehrere Wochen |
Participantsdifferent | 1-8 | 4-10 | 1-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Experiment results, Decision log, Learning summary | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | EstimationUncertaintyRisk | LeanContinuous improvementOperations | ExperimentsGrowthAnalyticsValidation | Continuous improvementLeanExperiments |