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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 0.5-5 Tage | 45-90 min | 1-2 h |
Participantsdifferent | 1-20 | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | ChangeDecisionStrategy | StrategyDecisionAssumptionsHypothesis |