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| Criterion |  Operations Standard Work Analysis |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | LeanProcessQuality | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |
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