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| Criterion |  Decision Making Radar |  Operations Kaizen Event |  Innovation Lean Startup |  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. | 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. | 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 | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 30-60 min |
Participantsdifferent | 2-10 | 4-10 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | 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 | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | LeanContinuous improvementOperations | LeanStartupValidationMVP | PrioritizationOperationsPortfolio |