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| Criterion |  Business Strategy Strategy Map |  Operations Process Mapping |  Operations Kaizen Event |
|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium |
Timedifferent | 2-4 h workshop plus review | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 4-10 | 3-10 | 4-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | AlignmentExecutionGoalsCausality | ProcessOperationsImprovement | LeanContinuous improvementOperations |
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