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| Criterion |  Decision Making Radar |  Operations Kaizen Event |  Innovation Lean Startup |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-10 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AssessmentPortfolioCapability | LeanContinuous improvementOperations | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |