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| Criterion |  Operations Process Mapping |  Facilitation Delegation Poker |  Operations Kaizen Event |
|---|---|---|---|
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. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 3-10 | 3-10 | 4-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Delegation Board, Decision Boundaries, Role Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ProcessOperationsImprovement | AutonomyRolesTeam | LeanContinuous improvementOperations |
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