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| Criterion |  Operations Visual Management |  Business Strategy Balanced Scorecard |  Operations Kaizen Event |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | Halber Tag bis mehrere Wochen | 0.5-5 Tage | 90-180 min initial, dann laufend |
Participantsdifferent | 1-20 | 4-12 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Balanced Scorecard, Strategic Measures, Initiative Map | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | KPI Tree, Owner List |
Tagsno overlap | SignalsOperationsVisual management | StrategyMetricsExecution | LeanContinuous improvementOperations | MetricsStrategyAlignmentMeasurement |