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| Criterion |  Agile ROAM Board |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-40 min initial, dann laufend | 0.5-5 Tage | 2-8 h | 15-30 min |
Participantsdifferent | 3-15 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | RiskAgileTrackingAlignment | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |