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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations Kaizen Event |  Operations Process Mapping |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | 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 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 | Medium | Medium | Medium | Low |
Timedifferent | 60-90 min | 0.5-5 Tage | 1-3 h | 1 h bis mehrere Wochen |
Participantsdifferent | 3-12 | 4-10 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | TeamComplexityImprovementDiagnosis | LeanContinuous improvementOperations | ProcessOperationsImprovement | Continuous improvementLeanExperiments |