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| Criterion |  Systems Thinking Polarity Mapping |  Operations Kaizen Event |  Operations Standard Work Analysis |  Operations DMAIC |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 0.5-5 Tage | 1-3 h | 2-12 Wochen |
Participantsdifferent | 3-12 | 4-10 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanContinuous improvementOperations | LeanProcessQuality | Continuous improvementQualityProcess improvement |