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| Criterion |  Decision Making Radar |  Knowledge Modeling Concept Mapping |  Operations Kaizen Event |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-2 h | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 2-10 | 1-8 | 4-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Concept Map, Relationship Labels, Knowledge Gaps | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | KnowledgeConceptsMappingSensemaking | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio |