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| Criterion |  Operations Process Mapping |  Operations Kaizen Event |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 60-90 min | 60–90 min |
Participantsdifferent | 3-10 | 4-10 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProcessOperationsImprovement | LeanContinuous improvementOperations | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |