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| Criterion |  Operations Process Mapping |  Operations Kaizen Event |  Operations After-Action Review |  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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 20-45 min | 1 h bis mehrere Wochen |
Participantsdifferent | 3-10 | 4-10 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | ProcessOperationsImprovement | LeanContinuous improvementOperations | LearningOperationsImprovement | Continuous improvementLeanExperiments |