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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations PDCA Cycle |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min | 1 h bis mehrere Wochen | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-12 | 1-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Continuous improvementLeanExperiments | LeanObservationProcessOperations | LeanContinuous improvementOperations |