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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Kaizen Event |  Product Discovery Learning Card |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 0.5-5 Tage | 25-40 min | 1 h bis mehrere Wochen |
Participantsdifferent | 5-12 | 4-10 | 1-5 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Learning Card with evidence and next action | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | ExecutionCadenceLearningGovernance | LeanContinuous improvementOperations | ExperimentsValidationDiscoveryLearning | Continuous improvementLeanExperiments |