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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Operations Fishbone Diagram |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 0.5-5 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Fishbone Diagram, Cause Categories, Investigation Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | SignalsOperationsVisual management | LeanContinuous improvementOperations | Root causeQualityOperations | LeanProblem solvingCoachingOperations |