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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations PDCA Cycle |  Operations Gemba Walk |  Agile Starfish Retrospective |
|---|---|---|---|---|
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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-90 min | 1 h bis mehrere Wochen | 30-120 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 2-6 | 4-12 |
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 | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Continuous improvementLeanExperiments | LeanObservationProcessOperations | RetrospectiveImprovementExperimentsTeam |