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| Criterion |  Operations Standard Work Analysis |  Operations Kaizen Event |  Operations DMAIC |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 2-12 Wochen | 30-120 min |
Participantsdifferent | 2-6 | 4-10 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations |