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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Operations Eat the Frog |  Operations ABC Analysis |
|---|---|---|---|---|
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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 0.5-5 Tage | 15-90 min daily | 30-60 min |
Participantsdifferent | 1-20 | 4-10 | 1 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Priority Task, Completion Note, Daily Focus | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | PrioritizationProductivityFocusExecution | PrioritizationOperationsPortfolio |