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| Criterion |  Facilitation Six Thinking Hats |  Operations Kaizen Event |
|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. |
Complexitysame | Medium | Medium |
Timedifferent | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 4-12 | 4-10 |
Formatsame | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | FacilitationOptionsDecision | LeanContinuous improvementOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
