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| Criterion |  Decision Making Radar |  Operations PDCA Cycle |  Operations ABC Analysis |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 1 h bis mehrere Wochen | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 2-10 | 1-8 | 1-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | AssessmentPortfolioCapability | Continuous improvementLeanExperiments | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations |