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| Criterion |  Business Strategy Strategy Map |  Operations Kaizen Event |  Operations PDCA Cycle |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 0.5-5 Tage | 1 h bis mehrere Wochen | 45-90 min |
Participantsdifferent | 4-10 | 4-10 | 1-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AlignmentExecutionGoalsCausality | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations |