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| Criterion |  Operations Process Mapping |  Operations Accountability Ladder |  Operations Kaizen Event |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 20-45 min | 0.5-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 3-10 | 1-8 | 4-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Ownership Reflection, Action Commitment, Coaching Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | ProcessOperationsImprovement | ResponsibilityLeadershipTeam | LeanContinuous improvementOperations | Continuous improvementLeanExperiments |